The Dragon Asks…
Does your organization suffer from silos where one unit or department might do something that screws up another? Does your organization have too many meetings that just never seem to tackle these kinds of “systems” problems? Is there a feeling of never really getting at the core problems for your organization? Even as you all experience the obvious negative effects and consequences?
Learn the skills of developing a “Systemic Perspective” where everyone understands that if your boat sinks mine does too (after all it’s the same boat!). Learn how to help yourself and others make all boats rise when you attend the Triple Impact Intensive program offered by the Center for Human Systems.
Find the right questions to ask about systems performance and organizational effectiveness at The Center for Human Systems.
The Dragon Asks….
Does your organization or team sometimes make decisions based on faulty data, assumptions, hearsay, anecdotes or rushed interpretations that turn out to be off target? That’s “cloud computing” but not the kind we want, is it?
Ever wonder what it would look like to seek and obtain sound and current data before making decisions, devising programs, starting initiatives or proposing “solutions”? What would that involve? How do you get folks to do that?
Learn powerful methods for making critical decisions based on sound and current data when you attend the Triple Impact Intensive workshop at the Center for Human Systems: http://www.chumans.com/programs/triple-impact-practitioners.html.
Consequences are motivational. We choose (consciously or unconsciously to do certain things that we believe will bring us pleasure. We also choose (consciously or unconsciously to avoid doing certain things if we believe they will cause us pain or discomfort. Change in human systems is driven typically by either the positive consequences of achieving goals and visions of desired change or the negative consequences that may result if change does not occur, such as potential loss of productivity revenue, key employees, job, and loss of the business itself. This holds true for individuals and teams, though in many systems such consequences are not clear. For goals to be accomplished most effectively, all parties involved must be clear about the consequences of following through with or failing to follow through with their agreements.
To ensure change efforts in your organization are poised for the greatest possible success:
• make sure that those involved clearly understand the reason for the change and the desired outcome
• make sure that those involved understand their respective roles and responsibilities for accomplishing established goals
• understand what consequences, positive or negative, effectively motivate each individual, and
• clearly communicate the individually relevant positive and negative consequences of succeeding and failing to implement the change.
For many, the consequences of accomplishing goals and fulfilling agreements are sufficient motivators. For others, further motivation is needed and may take the form of additional coaching, disapproval of leaders and peers, loss of status or position, and even loss of job. What works depends entirely on what motivates any individual. Many efforts at change have failed due to a notable absence of clear and motivating consequences.
We design and implement various actions and events to create critical mass for some goal. In some fashion the system and the people in it will respond to those actions and events. Those responses—verbal and otherwise—are feedback that tells us if we have moved toward critical mass (positive feedback) or away from our goal (negative feedback). To be effective we must pay attention to and learn from this feedback to correct our course, if need be, or to hold steady.
In this vein, feedback is a data-gathering process. Such data can be gathered in several ways. Asking for feedback regarding the effectiveness of some event might be done with consensus checks that will tell you how close or how far you are from the needed agreement. I have worked with organization leaders who want to bring a discussion to closure about some action by asking if everyone agrees. When greeted with silence, I’ve heard the leader say, “OK, I’m taking your silence as consent to be disappointed when the requisite follow-through does not occur.” That silence might have been better interpreted as feedback indicating the possibility of concern regarding the proposal. Accordingly, the lack of follow-through might be seen as feedback indicating an insufficient critical mass.
The more important a project is the more important it is to gather, pay attention to, and understand all available feedback. Failing to do so easily leads to unnecessary do-overs and wasted time, energy, and money. Use a rigorous consensus checking process to be sure you have the buy-in needed or to further action that might better move you toward the critical mass of support needed.
An event is an interaction between two or more people designed to move a system, or part of a system, toward the goals of increasing system effectiveness and satisfaction of its members. Events are where contracts are agreed upon. These events might be at any and all levels of the system depending on the scope of the project. Practitioners design events for one person or 100 to get key stakeholders on the same page about goals, strategies, actions, and responsibilities. The OD practitioner also has the facilitation skills that may be needed for the event to be successful. From a practitioner’s perspective this would include:
1. One-on-one coaching events
2. Conflict resolution events at the interpersonal level
3. Meetings and team building events at the group level
4. Strategic planning and restructuring events at the organization level
The intention of a planned change event is to increase the support system for a particular change goal toward critical mass. Such events succeed because they increase the quality of connection between and among the participants on behalf of the goal. Establishing a relaxed, person-to-person (rather than role-to-role or rank-to-rank) dialogue is crucial to creating the level of effective collaboration and mutually useful communication. In this manner, the participants come to specific agreement about the goal, strategies to achieve it, relationship behaviors that would best support the collaboration, the facts surrounding the matter, and the tasks each is to accomplish. In the process, conflict and conformity would shift to learning from differences for the synergy and creativity that differences can produce. All of this is unlikely to be accomplished in a single meeting. Most organization development projects include a series of events at any or all of the human system levels—personal, interpersonal, group, and organization—to achieve the critical mass of support needed.