In my earlier blog post I discussed how to use Change Circles for Organization Development and Change. We discussed Scharmer’s 3 levels of conversation that determine innovation and organizational performance: Downloading, Debate and Dialogue. Let’s continue with an example of organization development through dialogue and change circles.
If you’ve seen my book, you know my approach to successful change and leadership: I recommend to include and engage all employees and make change personal, practical and focused on behaviors in circles of 10 coworkers.
Why is it so hard to give feedback? Why do we hesitate to say what we think? Why do we stay silent when we’d be more effective if we spoke up? There are many reasons and yet they can be summarized in two words: fear and culture.
Most organizations are still ruled by top-down control. This used to work well in the 20th Century. People had clearly defined jobs in a well-structured hierarchy. If you worked hard, you could expect to climb up the ladder and one day, take your boss’ seat. The CEO on top could see change coming from far away and adjusted strategy and structure in time to survive. The pace of change was slower and the impact of change somehow smaller. It wasn’t everything connected with everything leading to unpredictable outcomes 24/7 at high speed. It somehow looked like a more linear world - even though it wasn’t!
It happened during a soccer match in the Netherlands last week. Afro American striker Jozy Altidore, playing for AZ Alkmaar in Den Bosch, was cheered on with monkey chants by a group of FC Den Bosch fans, as well as his Moroccan team mate Adam Maher.
Are you authentic? Do you show your true self at work? Or in any group...? We all play functional roles, up to a point. But there’s a difference between acting within your position as the CEO, the consultant or the HR-manager and make-believe: faking your consent, or lying, or saying you support a plan while you don’t, etc. In life and work, there may be a thin line between honesty - and “playing it smart”.
Happy 2013 to all of you - and we’re back to work! You probably wished your coworkers a great new year and you exchanged new year’s resolutions over your first coffee and that’s it.
Though new beginnings can be refreshing and early January is anchored as a promising time of setting inspiring goals and starting to change...by February most of us seem stuck in the “messy middle” of change. Current culture took over in the workplace. Old habits die hard.
Change is the new normal and global and technological challenges are often seen as the big cause. But there’s also an organizational life cycle that urges organizations to change if they want to survive and even thrive. Let’s travel through organizational life and see how change and development are incorporated. By the way, did you realize that you create a company culture when starting out with two fellow entrepreneurs? Ever imagined that this would determine success right from the start?
Fact: most employees occasionally use social media tools at work for personal reasons, anyway. Unsurprisingly, business leaders want guidelines in place for regulating employee use of social media outlets--and protecting against misuse--on personal and company accounts alike. Many 2012 corporate to-do lists include creating an official policy for regulating employees’ Tweets, Likes and Shares while at work.
Chris Warren explained how differently people can respond to change depending on their DISC type. In this last article, Chris links the Change Cycle from danger to opportunity to your personal primary DISC style. Assess yourself to see where you tend to get stuck in change...and get moving again with the nudge factors!