When there’s an issue in an organization, people have a tendency to focus on fixing the person(s). But there may be other—more effective—ways to fix the problem.
But behavior is a function of people and their environment. And sometimes adjusting the environment is the easiest, fastest, and most effective way to fix a problem.
Otros episodios de "Change by Attraction"
Contracting Sets the Tone
11:39Usually, I talk about how to nurture change, once you are already in a position to do that. In this episode, I’m going to talk about contracting. Because contracting can make the difference between a successful engagement and a disappointing one—whether you are an employee or an external consultant or coach. Contracting sets the tone.
The Past is in the Present
8:45What the organization came from and what it is like now, influence where it can go. Organizations don’t leap forward toward some abstract potential. They shimmy and mosey to the next best thing they are capable of—based on what is and what has been. In this episode I’ll share two of the things I try to learn about when I enter a new organization to understand where they come from: the latest change, and the persistent stories.I mention the SEEM model, one of the lenses I use to understand what I’m seeing in organizations. You can download an introduction to the SEEM model here.
There Are No More Early Adopters of Agile
33:57I recently had a fascinating conversation with Matthew Carlson, a senior consultant at Industrial Logic. We talked about what is different about adopting agile methods in 2021 vs. 2001… and how those differences play out for the people who work in organizations and those who hope to help them adopt agile methods. Join me and special guest Matthew Carlson for a rich conversation about considering context and respecting the structures and pressures that shape the adoption of not-so-new-innovations. Read more about Matthew here: https://www.industriallogic.com/people/matthew/
10:32Some people think that empathy has no place at work…that work requires hard-nosed logic and checking your emotions at the door. They believe empathy means never hurting anyone’s feelings. But empathy doesn’t mean you have to coddle people or feel the same way they do. It means acknowledging other’s feelings, thoughts and view are valid, whether you agree with them or not. Most importantly, empathy smooths the road to forward movement and problem-solving.
10:06When making a change or fixing a problem, most companies consider the outcome they want to achieve—what will be different—and how they’ll measure that. But outcomes can take a long time. In the meanwhile, how do you know things are going the way you hoped? How do you make adjustments if needed? That’s where steering signals come in. Interim measures and subtle signs that help you find the way.
12:16When you listen, you convey that the other person has something valuable to share—which helps equalize status. If your response indicates you understand the clients world, their confidence in your ability to help grows.
Shaping Patterns: Clarity, Conditions, Constraints
12:13How do you create an environment for great work? Where healthy self-organization happens? You notice and shape patterns. Patterns are meaningful events that repeat over time—actions and interactions, outcomes and results. That might be teams that flail and fail to deliver results. It might be conflicts that happen over and over. Or people waiting to be told what to do.But how do you influence those patterns? Training isn’t usually enough. You have to influence the system—attending to Clarity, Conditions, and Constraints.Download the Managing Complexity Self-Directed Assessment here: https://academy.estherderby.com/pl/2147504104 ***Stay in Touch***Twitter: @estherderbyFB: /EstherDerbyAtWork
Where to Fix a Problem
11:13When there’s an issue in an organization, people have a tendency to focus on fixing the person(s). But there may be other—more effective—ways to fix the problem.But behavior is a function of people and their environment. And sometimes adjusting the environment is the easiest, fastest, and most effective way to fix a problem.
11:44This year, we all experienced changes with the pandemic. On an individual level, the impact ranged from minor blips and stunning upheavals. Organizations had to adapt to remote work. And in this all there is a common thread, the human experience of change.In March 2020, my state went into lock down due to the pandemic. By June all my in-person workshops for the year evaporated. In this podcast, I trace my journey through old status quo, and chaos...until a transforming idea helped me see a way forward to a new status quo.
Top Down Change
8:00I've lived with five different dogs in my life, and each one has taught me something valuable--including lessons about organizational change.In this episode I'll share the story of how I imposed a change on my dog...and how her responses mirrored those I see in top down change in organizations.