2017 HR Games Presentation: How Organizational Change Happens (and - PDF document

2017 HR Games Presentation: “How Organizational Change Happens (and Why It Usually Doesn’t) Handout – Flip Brown Quotes from Edgar Schein – Author of Organizational Culture and Leadership (now in its 5th edition) “The culture of a group can now be defined as A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and integral integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” “Culture as a set of basic assumptions defines for us what to pay attention to, what things mean, how to react emotionally to what is going on, and what actions to ta ke in various kinds of situations.” “Cultural assumptions evolve around all aspects of a group’s relationship to its external environment. The group’s ultimate mission, goals, means used to achieve goals, measurement of its performance, and remedial stra tegies all require consensus if the group is to perform effectively.” “Most communication breakdowns between people result from their lack of awareness that in the first place they are making basically different assumptions about meaning categories.” “ . . . if we think of cultures as interlocking sets of assumptions, what often goes wrong in organizational change programs is that we manipulate some assumptions while leaving others untouched.” “The most central issue for leaders, therefore, is how to get at the deeper levels of a culture, how to assess the functionality of the assumptions made at each level, and how to deal with the anxiety that is unleashed when those levels are challenged. “I believe that how things are done between people and in groups is as — or more important than — what is done. The how or the ‘process,’ usually communicates more clearly what we really mean than does the content of what we say. We are less skilled in thinking about processes, in observing them in action, and in designing processes that will accomplish what we intend. In fact, we often design or participate in processes that actually undermine what we want to accomplish.” “As companies age , if they do not evolve, adapt, and change elements of their culture, they grow increasingly maladapted and the culture becomes a serious constraint on learning and change. The organization clings to whatever made it a success. The very culture that created the success makes it difficult for members of the organization to perceive changes in the environment that require new responses.” 1

The Effective Meetings Toolbox “Meeting Charter” ▪ What is the purpose? ▪ Who’s a member/who attends? ▪ Does anyone facilitate? ▪ What are the expectations for frequency, commitment, attendance, and other norms? ▪ What are the parameters around time (start, end, segment limits? How they will be managed? ▪ What are the desired outcomes? ▪ How and when will you periodically evaluate how the process is serving the group? Group norms: structural ▪ Membership ▪ Attendance and punctuality ▪ Formal vs. informal leader ▪ Pre-determined or spontaneous agenda ▪ Balance of task and relationship ▪ Use of electronics & other interruptions ▪ Food Group norms: behavioral ▪ Appropriate humor ▪ Sarcasm, cynicism ▪ Self-disclosure ▪ Display of emotions ▪ Confidentiality ▪ Conflict negotiation ▪ Side conversations ▪ Trust & risk-taking ▪ Supportive confrontation ▪ Verbal interruptions (“a dd-on, ” cut-off, extrovert/introvert, gender, authoritarian) Five areas of focus in a meeting: ▪ Give and get information ▪ Identify problems, develop options, propose solutions ▪ Solicit and share thoughts, feelings, opinions, concerns ▪ Make decisions ▪ The magic of hanging out together Group decision-making ▪ Decision by lack of response (“plop”) ▪ Decision by formal authority ▪ Decision by self-authorization or minority ▪ Decision by majority rule: voting or polling ▪ Decision by consensus ▪ Decision by unanimous consent 2

Gradients of agreement (can be expanded from a five to a nine point scale) ▪ Agree without reservations ▪ Agree with some reservations, however once they are expressed the decision will be supported ▪ Neutral, ambivalent, undecided (important to clarify which category) ▪ Disagree with some reservations, however once the reservations can be addressed the decision will be supported ▪ Disagree to the point where the decision cannot be supported (a veto if it can exist) Decision Ownership – Knowing where the ultimate responsibility for making the decision lies. Action Items ▪ How do you “name it,” and how do you ascertain that you share the same assumptions? ▪ Who’s the primary driver? ▪ What is the “next specific thing”? ▪ What other participants or resources need to be identified? ▪ What is the timeline for done or reporting back? ▪ What does “done” look like? Accountability – The process of designing, making, and keeping agreements with each other. This requires advanced communication, emotional regulation, and conflict negotiation skills. How accountability functions in any organization is a complex situation, and additional training, consulting, and coaching on this topic is usually required. Typical areas of confusion ▪ No “process steward” - no one skilled enough to facilitate appropriately ▪ Wandering from one area of content focus to another ▪ The tendency to propose solutions before the problem has been clearly defined ▪ Inability to handle strong emotions (yours or theirs) Criteria for effective meetings ▪ The outcome meets or exceeds the expectations of those involved ▪ The processes employed in the meeting serve to maintain or enhance the ability of members to work together ▪ Improved results build from a sequence of successful meetings ▪ Participants should feel like they are working from a strong sense of shared purpose 3

Resources Articles ChangeThis.com: “The Art of Supportive Confrontation: An Essential Ingredient in Creative Conflict” http://changethis.com/manifesto/show/137.04.SupportiveConfrontation “How to Cure the Temporary Dis - Ease of ‘Too Busy:’ Strategies for Everyday Sanity http://changethis.com/manifesto/show/148.02.TooBusy Conscious Company Magazine : “9 Tips to Grow Your Self While You Grow Your Company” http://www.consciouscompanymagazine.com/blogs/press/83850049-9-tips-to-grow-your-self-while- you-grow-your-company “How to Use Mindfulness to Handle Challenging Conversations” http://www.consciouscompanymagazine.com/blogs/press/94603969-8-communication-tips-for- challenging-conversations “Inside the Employee Volunteer Programs of 5 B Corps” https://consciouscompanymedia.com/sustainable-business/inside-the-employee-volunteer-programs- of-5-b-corps/ “Top Ten Classic Conscious Leadership Books” https://consciouscompanymedia.com/personal-development/leadership/ten-conscious-leadership- books/ Even More of My Book Favorites (not prioritized): • Honeyman, Ryan. The B Corp Handbook: How to Use Business as a Force for Good . Berrett-Koehler Publishers, 2014. • Stone, Douglas, Bruce Patton, and Sheila Heen. Difficult Conversations: How to Discuss What Matters Most. rev. ed. Penguin, 2010. • Brown, Brené. The Gifts of Imperfection: Let Go of Who You Think You’re Supposed to Be and Embrace Who You Are. Hazelden, 2010. • Jana, Tiffany and Freeman, Matthew. Overcoming Bias: Building Authentic Relationships Across Differences . Berrett-Koehler Publishers, 2017. • Fowler, Susan. Why Motivating People Doesn’t Work . . . and What Does: The New Science of Leading, Energizing, and Engaging. Berrett-Koehler Publishers, 2017 • Cashman, Kevin. Leadership from the Inside Out: Becoming a Leader for Life. 2nd ed. Berrett- Koehler Publishers, 2008. • Dickson, Paul. The Official Rules: 5,427 Laws, Principles, and Axioms to Help You Cope with Crises, Deadlines, Bad Luck, Rude Behavior, Red Tape, and Attacks by Inanimate Objects. Dover, 2013. 4

Audio/Video “What to Remember When Waking” by David Whyte. http://davidwhyte.stores.yahoo.net/whtorewhwa6c.html No cost David Whyte audio and video: http://www.davidwhyte.com/video.html Check YouTube for David Whyte, Brené Brown, Fred Kofman, and others. Organizations B Lab (the nonprofit that initiated and maintains the Certified B Corp program: wwww.bcorporation.net Vermont Businesses for Social Responsibility (now in its 27th year, with over 750 members, one of the largest organizations of its kind in North America): www.vbsr.org Vermont Human Resources Association (the local chapter of the Society for Human Resource Management): www.vthra.org Retreat Centers: Breitenbush Retreat Center: I will be conducting two sessions of my ninth annual “Conscious Business Conversations” workshop at this off -the-grid but not primitive wilderness retreat center in the Cascade Mountains of Oregon on January 7-9 and April 6-8. www.breitenbush.com Esalen is considered the “grandparent” of all human potential centers, now in its 56th year. Its setting on the Pacific in Big Sur is truly spectacular. www.esalen.org The Omega Institute is a five hour drive from Burlington, and while they have mostly personal growth workshops it is a great place to recharge your batteries. www.eomega.com 1440 Multiversity is a brand-new venture in Scotts Valley California that is building an impressive program of work-related mindfulness offerings. www.1440.org Karme-Chöling is a Buddhist retreat center in Barnet, Vermont that offers a variety of both silent and spoken-word programs including Zen archery, flower arranging, and meditation. www.karmecholing.org 5