Hence, the next 3 challenges: 5 Challenge of Fear and Anxiety: triggered by openness and candidness of the pilot group 6 Challenge of Assessment and Measurement : gap between your initiative and the organization's way of measuring results 7 Challenge of True-believers and Non-believers: tendency to fall into an escalation of perceived threat and siege mentality Challenge of Fear and Anxiety opening by Peter Senge People don't really know that they should be fearful.
Are we safe? Are we vulnerable? People sometimes put on their corporate mask or persona when they come into the office. Now they are being asked to take off that mask and reveal their true reactions. To express disagreement with the boss if they feel it in a constructive manner. How can they be sure if they speak openly now, that it won't be used against them later?
How do they do they know they won't be scapegoated? Are we adequate? Do we measure up? People learn to succeed by playing the game. When the game changes, people wonder if their lack of competency will be exposed. They know they can put on a good slide show but they are unsure whether they can collaborate or reliably produce real time business results. If they fear they can produce under the new rules, then they fear their career is under jeopardy. Can we trust ourselves?
Can we trust others? Value of treating people with respect and grace. But they know they can't always control their temper or abusesiveness. May not trust themselves or others fully. May think it is only time for these old ways to resurface.
Effective openness does not just happen with intent. It takes real skill. For example, raising difficult issues without invoking defensiveness is a highly skillful behavior. The general level of skill and capacity for openness depends on the overall feeling of safety the pilot group creates for itself. Psychological safety requires creating a balance of aspiration and trepidation.
Aspiration drives learning. But if people feel their well being is at stake, they may be unwilling to go forward. Can weaken the consequences of fear and anxiety when they occur Start small and build momentum. Take small fears and anxieties before leaping off a cliff to deal with major business blunders in public for ex.
Avoid frontal assaults: fear can't be commanded or exhorted away Walker yrs. I don't know. Then stop crying. You can't cry if you don't have a reason or can't say. Nor can safety be mandated. Only way to sustain an environment of safety is to create an environment condusive to it in which people feel gradually more mutuality and trust with one another. It takes time and dedication to develop these which is why in most organizations fear and anxiety are so prevalent.
Set an example of openness. Most effective use of hierarachal power is for leaders to become role models of openness. Vulnerability is a very important quality in leadership says Phil Carrol. If you don't have a fundamental commitment to the truth and to telling the truth, you can't lead.
And telling the truth is so much more difficult than just not lying. Learn to see diversity as an asset. Acknowledge and respect the different learning styles, views that different people will bring. Allow those that support and those that are cynical to express their opinions. This will increase trust in leadership and in each other. Use breakdowns as opportunities for learning.
Unanticipated breakdowns offer a unique opportunity for leaders to demonstrate real trust. When people see they are not punished when a breakdown occurs, that there is a genuine willingness to share responsibility and a genuine curiosity to see how we can do better in the future, it sends a message of real trust. In the Quality movement, a defect is seen as a treasure. Real learning occurs when we can see the source of our errors.
Do everything possible to see that participation in pilot groups is a matter of choice and not coercion. Safety and trust are perceived by choice. Allow people to talk about their real reservations. Skills matter. Offer the training for people to develop the skills of openness. May also need support to deal with those around them who don't want them to change.
A change initiative at Digital Equipment Corp. HR mgr began getting calls from their spouses. Stop messing around with my husband. He keeps coming home and asking how I'm feeling. He's being nosy. I want you to snap him back to the way he was. HEM: not wanting anything to change-for our spouses to stay forever the same. As a mgr work to develop a common frame around vision and current reality.
Let people know that you recognize the gap where we want to be and where we are. Take modest steps. Let people know that you know it will take time. Much less anxiety provoking than a boss that says, everything has got to change. Consult with them on how to judge success and failure and how to look for signs of success. Let them know you expect steady progress but that you know that there will be setbacks.
Remind people that fear and anxiety are normal. Learning by definition means being uncertain and figuring things out as you go along. If you feel comfortable, it probably means you are doing it wrong. Essay: GRAY STAMPS by Rick Ross: far reaching effects of fear and anxiety Have you ever been asked your opininon about something at work, only to discover later that the decision had already been made and it was an insincere attempt to practice participative management.
Recognize it. Learn to talk through your gray stamps openly. Be courageous and compassionate. Learn skills of reflection and inquiry. Without them you will drown in a sea of gray stamps and never be able to overcome the challenge of fear and anxiety. Problem of delay: Most of the most important results show up years after the innovative practices that led to those results were innovated.
Meantime the innovators are at risk because what they've done looks really different. Moreover those people are operating in an environment that want results yesterday. Phil O'Brien said, "Mgrs always want to pull up the radishes to see how they are growing". Our whole assessment apparatus in business are not designed to include delay. Innovation is complex. Many things are changing and you get a lot of different results. Some are worse. One company whose pilot group was making all these change requests received really hard feedback simply because they were being more open.
Most are afraid of looking bad. Many organizations are running a metrics analysis that are simply inappropriate and nobody is asking the questions if the metric is the problem. Property and liability company: we started to develop a systems theory to leverage long term profitability in the business. The essence of the insight came down to something very simple. The company had simply underinvested in skilled adjustors. Claims adjusting used to be a highly skilled job. It is poor adjusting that sets the stage for all the litigation.
Our strategy was a long term investment in building adjustor capacity; skills, knowledge, support and pay. To reestablish claims adjusting as a real profession. Consequences we believed was that litigation cost and settlement costs would come down dramatically.
We believed the investment would be more than payed for in the savings of those other costs. At end of the presentation, the VP's looked at the Claims VP and asked, "what will that do your expense ratio.
An expense ratio is a metric of how much money is being spent on salary and direct costs of the claims adjustors compared to total premium value. The VP said, it will go up.
The other VP looked at him and said, don't you already have a higher expense ratio than any of our other competitors. The meeting ended at that point. That metric ended the case. It is those metrics that make and break careers. It is actually impossible for local line leaders to criticize metrics in force. This is an area where executive leadership is necessary. But very few executives are involved in this area. Tom: Toyota and Sconnia Swedish car co. Time delays-from few months to few years.
If these visible improvements lie too far behind expectations, then people within the team begin to say, we've been trying this for weeks; what do we have to show for it.
How we continue to justify the time we are showing for it. May not have expected a miracle but the gap created by the delay has raised their concerns. Some pilot group members will have no problem being patient.
They see tangible changes in business practices and they are confident that results will follow. Others are less patient and begin to Q gaps more quickly. Their negative assessment undermine the credibility of the initiative. Within the larger organization: Side effects of the initiative appear as negative results on the traditional metrics in use.
People within the team see the results as natural consequences of their efforts. But for those looking from the outside not having a big picture, these metrics appear as signs of problems not progress.
People throughout organization conclude that things are worse. Learn to appreciate the time delays inherent in profound change Don't judge the success or failure of your efforts on early results. Developing new capabilities is a matter of practice; of new tools and methods over a course of years. Line leaders and executives have a great deal of leverage in managing expectations, leverage that they don't use. Mgrs are often their own worse enemy:promising better results than they need to thus reinforcing the expectoation of quick fixes.
Miss the leverage in helping people understand the reality of gestation periods. Build a partnership with executive leaders around assessing the assessment processes. As Ford's Quality Strategy Director Edward Baker notes -conventional measurements present a trap that can kill change in learning initiatives by requiring them to report their results that can hamstring innovation. This challenge involves changing or at least Learn to recognize and appreciate progress as it occurs.
One of the most important tasks of teams involved in change is that they are making progress. To help people guage their progress, establish interim short-term targets.
These might be modest. Make assessments and ability to assess a priority among advocates of change. Learning to assess the consequences of significant change initiative is a complex new territory often neglected by leaders of those changes.
This implicitly forces those who may be negative toward those initiatives to bare responsibility for the measurement Raise conversations early on about the criteria that determine success or failure. What is the appropriate amt. Of time before you see results. How will you know if you have won or lost. Much ground to be won by making these explicit grounds for conversation both among the pilot team and among leaders who oversee the efforts.
Managing up the hierarchy this way can lay a frame for partnership in assessing as a project unfolds Link business literacy to new thinking about the numbers. A business literacy or open book mgmt initiative can help break that habit by raising awareness of the many types of measurements to make and how they fit the goals of the pilot group and the whole organization.
Several things go on: Exhibiting new behaviours that are threatening to others. Using jargon and a language others don't understand. Jargon threatens people. Some outsiders are curious about what is going on. Those threatened on outside are asking accusatory questions.
Cause the group to become defensive and s. Becomes part of a vicious cycle. A death spiral-explains why so many innovators find themselves into a corner or out of the organizations. Paradoxically, the more successful they are, the more convinced they are they have the right answer and the more they plant the seed of defensiveness and attack.
Humility is the key!! Without adequate humility, success will breed arrogance and this is what is potentially threatening and unattractive to others. Once we become certain, we become a zealot, we become closed. Critical Strategy: Become bi-cultural within your organization. Most effective local leaders live in two worlds-within their pilot innovative culture and within mainstream culture. Innovators need incubation.
Value experience that resides in the mainstream culture. Must become adept at crossing the divides that exist between the two worlds. Develop their awareness of when they are in which domain. Stealth Transformation: aim was to keep transformative efforts in his facility below the corporate radar level. When he reported up the hierarchy, he made every attempt to measure using the same results used across the organization.
Goals aligned with organizations. Didn't talk about the innovative areas unless someone asked about it. Having mentors is so valuable. Unintended misconceptions. Can help local leaders know when outsiders are asking helpful Q's. Encourage peers to learn from one another. Respect peoples inhibitions about personal change.
Many pilot group members also need to learn others people inhibitions about personal change. Tacit messages that "You must change to" are unwelcomed. Wonder if st is wrong with them. We're here now. We're not at the Lake Resort. SO, don't throw st others haven't experienced into their faces-they won't understand and may feel threatened. If you can tell your story of your teams efforts showing that you understand how it is seen from a variety of perspectives,then you have gone a long way to breaking through the challenge of believers and non-believers, while keeping your aspirations and purpose.
Deploy language consciously. Exclusion happens by using language others don't understand. One's jargon is hard to recognize-take them for granted. Unaware they are speaking in tongues.
Developing awareness of one's language is a powerful strategy to becoming bi-cultural. Ary Dehois, The Living Company: A strong sense of identity: knowledge of who they are as a company is based on common values. Provides a stable foundation that paradoxically makes the organization more flexible. Can immerse yourself in a culture, your own or someone elses until you understand it.
Then you can propose new values or suggest doing new things and articulate new governing ideas. These actions will set the stage for new behaviour. If people who adopt those new behaviours think it helps them operate better, they may try it again.
And after many more tries and yrs of experience, the organizational culture may embody a different set of assumptions and a different way of looking at things than before. Even then, you haven't changed the culture. You've set the stage for the culture to evolve. Process may seem slow and uncertain but preferably to the Al Dunlaps wholesale strategy, which creates culture destruction amid an atmosphere of crisis and resentment and backlash.
They get rid of top level of management and install a new set of rules. Still have not created a new culture, only destroyed an old one.
A culture is a pattern of basic shared assumptions that have been learned by the members of their group. Stem from people's experience as they do their business over and over again.
Cultures resist change as it is an attack against one's own values. Accurate diagnosis of your culture requires a look from people , ideally chosen to represent a cross-section of your organization that relates to a problem at hand.
Questions to help clarify your thinking as a preparatory inquiry before you move into working with a group. Be aware that your preconceptions, no matter how well informed may be wrong. What is your purpose? Why do you need to change your culture at all? Try to articulate the concrete business problems that have brought you to a cultural impasse. What will learning or openness get you?
More closely you can articulate the forces compelling you to change, the more capable you will be at discerning the shared assumptions that no longer seem to fit reality. So why do you want to change? What are the visible artifacts of your culture? Observable signals of the organizations way of life. Simply list or name the artifacts.
Next, try to establish the reason which underlies the artifacts. What has led the people of this organization to do things this way? Some ex's of espoused values: We value problem-solving rather than formal authority. We think a lot of communication is a good thing. Warner Burke and David L. Jerry B. Contemporary Challenges to the … Expand. Shane W.
Parker The current change theory base is … Expand. This paper comes in two parts. Part One examines an apparent conflict between two approaches to organizational transformation OT and the theories they reflect.
It examines the differences between … Expand. Leading from the future. The paper discusses the author's experience in transformational leadership over the past four years. Commencing with the preparation for the Company's first alliance contract, the author describes … Expand. Catalyzing organizational learning: Social, environmental, and cognitive factors promoting effective change management. Academic Diversity in the workplace remains a priority for leaders and managers as the dynamic nature of the global marketplace necessitates that organizations develop and maintain a competitive … Expand.
View 1 excerpt, cites background. Learning the steps of the dance of change: improving change capabilities by integrating futures studies and positive organisational scholarship.
As the pendulum swings back towards growth in business, organisational change is again on the top of the corporate agenda. Change management in recent years has not had a very successful record, and … Expand. OK Subscriptions powered by Strikingly. Return to site. It's selected text read by a narrator and then interjection by the author.
Since this book was titled, The Dance of Change for Learning Organizations, I expected it to be a book on how to implement change within the parameters of a learning organization. What I found; however, was that this book focused on. Best books!! Paperback PDF, remember to click the hyperlink beneath and save the document or have access to..
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