Sound and Current Data: #3 of Eight Disciplines for Planned Change

An efficient and successful change process needs good information for effective planning and decision-making. Such a principle, though obvious, is sorely needed as a reminder against mistaking our assumptions for accurate information. Our needs for being “right,” being seen as “smart,“ for not wanting to rock the boat or upset the boss often overwhelm our need for sound and current data. Accordingly, many change efforts suffer from insufficient and inaccurate information while others fall prey to power struggles having to do with whose information is right and whose is wrong. A related pitfall occurs when the need for conformity inhibits needed information from coming to the surface.

An environment of openness, straight-talk, truth, and honesty can be built from effective conflict management and team-building processes. In these ways a safe environment can be created which is the only environment in which sound and current data can openly exist.
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Systems Orientation: #2 of Eight Disciplines for Planned Change

A fairly pervasive approach to change and problem-solving in human systems defines a goal, then sets out in as straight a tactical line as possible to get there. Such an approach tries to ignore or run-over any intervening or obstructing variables like the fact that achievement of the goal will cause problems in other parts of the system. And/or, that such an approach often provides an expedient solution that does not get at the root cause of the problem which will accordingly return sooner or later. A systems orientation to change management looks at human systems holistically. It understands that any change within a system will reverberate throughout the entire system and impact even seemingly unrelated parts of the system.

Using a systems orientation we…

a. Understand that systems are comprised of constellations of forces that must be aligned for efficient and successful change projects.

b. Widen our perspective from our immediate goal to one that considers the entire system.

c. Orchestrate several coordinated change actions simultaneously.

d. Develop feedback loops sufficient to staying in touch with the impacts of our change strategies and their specific actions.

 Here are some other thoughts to help you think systemically:

The Nature of Human Systems

1.  Everything is connected to everything else—beliefs, processes, thoughts, feelings, and actions.

2.  For a system to be doing what it is doing everything in that system must be doing what they are doing; therefore, responsibility is always mutual.

3.  The members of systems are diverse. Innovation is dependent on the effective use of diversity.

4.  Change in human systems is constant regardless of our desire for stability.

5.  The behavior of a system is driven by the collective behavior of its members. The behavior of the members of a system is driven by their individual belief systems that were created from their experiences in previous systems.

 Some Characteristics of Human Systems

1. Goal achievement is the primary purpose of any system. Clarity is paramount for effectiveness.

2.  Feedback loops (such as metrics) regulate the behavior of systems and keep the system on target toward its goals. Performance data, rewards, penalties, and permissions are examples of feedback.

3.  The effectiveness of human systems over time is proportional to the quality of the relationships within those systems. Trust is a primary indicator of high quality relationships.

4.  Any member of a system will consistently succeed (or fail) only with the support of the system.

5. The behavior of leaders (as collectively interpreted by followers) has a significant impact on the behavior (collaboration, competition, conformity, anarchy) that occurs within human systems       

The Quality and Productivity of Human Systems

1.  The quality and productivity of human systems are directly proportional to the quality of the alignment, engagement, and connectedness among the members of the system.

2. Systems that attempt to create alignment through (1) win/win collaborative, synergetic strategies perform better than those that attempt to create alignment via win/lose strategies such as suppression of differences (conformity) or (2) contention (power struggles, turf battles).

3.  Patterns of preferential treatment can mitigate engagement of members and groups of members and, consequently, mitigate system quality and productivity.

4.  For systemic problem solving determine the subsystem that contains both the problem and the solution. Look to a larger system definition when problems seem intractable.

5. A problematic human system will mitigate the effectiveness of related human, mechanical, or electronic systems. Failure to frequently attend to the quality of a human system is costly in terms of effectiveness and efficiency.

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CHOICE POINTS FOR CONSCIOUS USE OF SELF–PART 2

Click here to read part 1 from last week

Sometimes choosing different behavior is all we need. Other times we know what we should do, but find ourselves not following through.

Imagine that my team has told me to stop accepting conflictual behavior and start holding folks accountable for improving productivity—which I had previously agreed to do, but never did. To change my problematic behavior I need to notice what emotions and thoughts come up when an opportunity to follow-through arises. I notice that I become anxious when I think about disciplining a member of my team. When I ask myself what I’m anxious about, I realize that I’m afraid of being thought of as unfair and that I won’t be liked anymore. Hmm, interesting! Why don’t I just choose to stop feeling anxious and get on with what I know I need to do?

Most of us know that is easier said than done. I might have better success choosing to change my thought process to one that tells me that if I don’t start holding my folks accountable that I could lose my job. That could work. But, it leaves me in a state of conflict with myself—I’m damned if I do and damned if I don’t. What a mess. More stress.

Instead, I can ask myself: On what beliefs are my thoughts based? As I look to see what they might be I notice a series of related beliefs:

1. I must be liked to feel good about myself.
2. To be liked I must be seen as fair.
3. The perceptions of other people are more important than my perception of myself.

I believe those things because that’s how my world worked when I was a kid. When my parents seemed to like me they did things that I liked. And, they always seemed unhappy with me when they told me I was being unfair even when I didn’t think I was being unfair. Now I ask myself: How applicable and/or useful are those beliefs to my current situation and goals? The answer, of course, is not very.

This gives me the opportunity to consciously and intentionally choose a set of beliefs that are based on the sound and current data of the present where I am an adult, not a child. I can choose to believe that holding my team members accountable for working with each other supportively will result in increased productivity! And a more pleasant working environment will increase their respect for me. And, if they respect me more they will even like me more.

Besides, my self-esteem need not be dependent on their liking me. I can choose to approve of myself rather than depend solely on others approving of me.

In summary:

Behavior (Action) is driven by our emotions – our vehicle of motivation. What we don’t care about, we don’t do. The caring might be in the form of joy, anger, fear, or love. They are all emotions without which we do much of nothing.

Emotions are driven by our thoughts, which we use to make meaning of the events in which we are involved. The meaning we make may not or may reflect the actual nature of the event depending on our automatic interpretations and assumptions. Often our interpretations and assumptions sufficiently match sound and current data and are useful. However, in situations that are important to us do we want to trust “often?”

Thoughts are driven by our beliefs. If I believe that my thoughts (including the meaning that I make of an event) reflect the actuality without the need for further checking, I increase the probability of having my emotional response and subsequent behavior be off target. Of course, with such a belief we will also believe that our being off target is not our fault but is that of somebody or something else.

Beliefs are based on a combination of what we’ve learned from past experience, what we’ve been socialized to believe by our caretakers, teachers, friends, and society in general, plus whatever we invent as truth. A highly problematic belief is that they (my beliefs) represent the reality of the present. Such a belief will effectively prevent the taking in or use of sound and current data.

Each of our behaviors, emotions, thoughts, and beliefs is a choice point reflecting a level of possible mastery of conscious use of self. Mastery at the level of behavior—where our emotions, thoughts, and beliefs may be incongruent with our behavior—is a general (though often misplaced) expectation of adults in our society. Mastery at the level of emotions and thought is often the province of healthy adults who have done their share of introspection, personal growth and often therapy. Mastery at the level of beliefs is akin to wisdom calling for understanding that our egos and minds are not who we are, whose dictates we must follow, but simple tools for our full selves to use at conscious choice.

As we move toward deeper and deeper levels of conscious choice about how we use ourselves, we will be more and more able to behave in such a manner that the systems within which we wish to live and manage change will respond to us in ways consonant with our goals and intentions.

CHOICE POINTS FOR CONSCIOUS USE OF SELF—PART 1

Conscious use of self, described in our previous blog, calls for learning how to be aware of and direct our beliefs, our emotions, our thoughts, and our behavior. These are the primary points of choice that allow us to consciously manage ourselves. The choices we make at those points directly impact how well we manage or create change in our personal or organizational worlds.

Unfortunately, most of us normal human beings have only begun to develop full command of these tools of self. Most of us respond automatically to many situations where our goals would be better served by greater awareness and consciousness about how we are using our selves.  Our automatic or habitual reactions are based on responses that were successful in some (generally unconscious, often childhood-based) past experiences. However, when applied too broadly and unconsciously to current situations, we find that the impact of too many of our behaviors fall far from our desired results.

How we use ourselves in one situation may or may not be very effective in another, though similar, situation. Over reliance on past experience is a significant pitfall to the flexibility we need to effectively work our way through today’s world of constant change. To gain this needed flexibility a deeper understanding of the choice points is useful.

Every action we take is directed by some combination of emotions and thoughts. Those emotions and thoughts are directed by our database of beliefs. The database is constructed from conclusions from past experiences, socializations (Edie says, “We’ve been duped by society”), and ideas of our own invention. For example, imagine that I want members of a team for which I am responsible to decrease the time they spend in conflict and increase their productivity. First, I need to determine what I’m doing (my actions, my behavior) that is contributing to the way things are rather than what I want, and what I could do that would work better. To find that out, I ask my team’s members. If they get that my curiosity is genuine, they’ll tell me. Now, I can consciously choose the behaviors that work rather than those that don’t.

Part 2 to be continued next week

The Eight Disciplines of Planned Change: Conscious Use of Self

The Disciplines of Managing Change in Human Systems

On behalf of creating effectiveness within each of the prescribed stages of change, the eight disciplines are important. They are: Conscious Use of Self, Systems Thinking, Sound and Current Data, Feedback, Infinite Power, Learning from Differences, Empowerment, and Support Systems. These disciplines directly support the notion of the empowerability of human systems and the people that live and work within them. Accordingly, they also support the use of collaborative strategies and tactics aimed at open communication and consensual decision-making. We call them disciplines because of their necessity. Bobby McFerrin in his tune “Discipline” chanted “for those who have been trained by it, no discipline seems pleasant at the time but painful.” We take that to reflect our experience that not being disciplined seems pleasant in it’s easiness, but painful when we don’t get the results we want.

Conscious use of self: #1 of Eight Disciplines for Planned Change

The primary tool that anyone wishing to manage change in a human system uses is the configuration of intellectual, emotional, and physical energies that we call our Self.  Our Self includes our personality, our various abilities (particularly our ability to learn) and our idiosyncrasies. Most of us have only begun to recognize and develop full command of these energies. Most of us respond to many situations automatically. These automatic or habitual responses are the result of over-learning. Over-learning is the application of an appropriate learning from past experiences and applying it too broadly to every other set of similar situations. Over-learning gives us an automatic approach to life which works much of the time. Who need to be conscious of every step we take and every word we say? However, when we want to manage change in some human system to which we belong those automatic behaviors too often don’t work.

In the same vein, the way we define parts of ourselves as OK and other parts as not OK is another hindrance to effective use of self. Too often we deny the large portions of ourselves that we define as not OK. We want to see ourselves as male, not female or female, not male. We want to see ourselves as ‘nice,‘ never as ‘mean.’ In this manner, we deprive ourselves of the inherent flexibility that comes with the multiple aspects and attitudes that make up our fundamental integrity. We often judge ourselves harshly in ways that prevent us from using the totality of ourselves that could be needed to get the changes we want.

In the processes of effective change management we need all the personal flexibility we can muster. How we use ourselves in one situation with one person is not likely to be very effective in another, though similar situation. A part of that flexibility is the ability to notice when we might be mistaking our assumptions for real data. This is a pervasive pitfall in the world and in managing change in human systems. (More on this issue in a later blog in this series.)

Effective, Conscious Use of Self calls for learning how to be aware of and choose behavior that will be effective in the present situation. As we move with practice toward mastery, we will be more and more able to behave in such a manner that the systems within which we wish to manage change will respond in ways consonant with our goals and intention. Such mastery can be difficult and at times fraught with frustration.  To help with those situations check out my next blog “Conscious use of self and Choice Points!” Learn to Make a Difference in the World of People, Teams, and Organizations http://bit.ly/zFCNfv