Building Resilent & Anti-Fragile Orgs VSHRM Deborah Nystrom, REVELN


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It is about resilience? Or is it about learning how to be Anti-Fragile, a term coined by Nassim Taleb to describe natural or organic systems, things that need some dose of disorder in order to develop. For example, deprive your bones of stress and they become brittle. Are our HR and organizational system destined to decline, are exist in a mediocre state due to their structure?

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Building Resilent & Anti-Fragile Orgs VSHRM Deborah Nystrom, REVELN

  1. 1. Building  Resilient  and    An#-­‐Fragile  Organiza1ons  Deb  Nystrom,    REVELN  Consul5ng  VSHRM,  Valley  Society  for  Human  Resource  Management  « I will adapt. »
  2. 2. “It  is  not  the  strongest  of  the  species  that  survives,  nor  the  most  intelligent  ....It  is  the  one  that  is  the  most  adaptable  to  change.”                                                    ~  Charles  Darwin  Photo: by praline3001 Flickr
  3. 3. Key  paradox:  “Our  focus  on  removing  or    minimizing  randomness  has  actually  had  the    perverse  effect  of  increasing  fragility.”  Photo: by Tamsin Slater, Flickr
  4. 4. Adapt  to  a  VUCA  World  •  Vola1le,  Uncertain,  Complex,  and  Ambiguous  –  Bob  Johansen    •  Includes  “Black  Swan”  events  –  Nassim  Taleb  •  “Large-­‐scale  unpredictable  and  irregular  events  of  massive  consequence.”
  5. 5. Factors?  •  Stable  team    •  Right  number  of  people  •  Clear  vision  •  Well-­‐defined  roles  and  responsibiliDes  •  Appropriate  rewards  •  RecogniDon  and  resources  •  Strong  leadership Photo: by Wade Brooks, Flickr
  6. 6. The  single  strongest  predictor  of    group  effecDveness    Article: Adam Grant, Givers take all: The hidden dimension ofcorporate culture, April 2013 (McKinsey)
  7. 7. HAVE  we  adapted?  “Believing  in  progress  does  not  mean  believing  that  any  progress  has  yet  been  made.”    ~  Franz  KaXa    Photo: by  Harald  Groven,  Flickr  
  8. 8. FIRST,  Factors  =>  Extreme  Dissa#sfac#on      Company Policy andAdministration SupervisionRelationship with Supervisor Work Conditions, Salary (4, 5)See Flickr photo credits, slide #25
  9. 9. Achievement  Factors => Extreme Satisfaction, Intrinsic MotivationSource: F. Herzberg, One More Time, How Do You Motivate Employees 1987, Harvard Business Review photo  credits,  slide  #25  RecogniDon  The  Work  Itself  Responsibility  
  10. 10. Success  Factor  #1:    The  highest-­‐performing  teams  invest  extensive  1me  and  energy  in  coaching,  teaching  and  consul1ng  with    their  colleagues,  fostering  a  “giver”  culture      Photo: by Ekaterina Sotova Flickr.jpg
  11. 11. Success  Factor  #2:    Be  clear  about  where  you’re  going,  but  very  flexible  in  how  you  get  there.      Photo: by duncan, Flickr
  12. 12. Source: Richard Vosburgh, Human Resource Planning 30.3 12
  13. 13. HR  as  a  Trusted  Advisor  •  TransacDonal  parts  of  HR  are  ripe  for  outsourcing  in  some  way  •  TransformaDonal  parts  of  HR  -­‐  essen1al  for  adding  value  to  the  organiza1on  and  key  to  the  internal  consul1ng  role  Source: Source: Richard Vosburgh, Human Resource Planning
  14. 14. The  single  strongest  predictor  of    group  effecDveness    HR as aChange Agent
  15. 15. Flexibility/Adaptability  to  Change  Defini5on  •  Responds  posi5vely  to  and  champions  change  to  others;    •  Demonstrates  an  ability  to  incorporate  innova5ve  prac5ces  into  the  workplace  to  enhance  effec5veness  and  efficiency.    
  16. 16. The  Drama  Triangle  Vic1m  ¨  Rescuer  ¨  Persecutor      Source:    Karpman    ~    Slide  16  
  17. 17. Source by David Womeldorff TED, The Empowerment Triangle, response to Karpman TriangleSee Wikiepedia:‎ Slide 17Change  the  Roles  
  18. 18. Big  Picture,  Intui#ve  Facts,  Details  Prac#cal  Analysis,  Logic  Impact  on  People  How  it  Feels  Perception Decision-MakingSee Flickr photo credits, slide #25
  19. 19. Source: William Bridges – Transitions 19
  20. 20. Mountains  and  MoDvaDon  ...we  care  about  reaching  the  end,  a  peak.  It  suggests  that  we  care  about  the  fight,  about  the  challenge.      Dan  Ariely,  What  makes  us  feel  good  about  our  work  Photo: by Darcy McCarty, Flickr
  21. 21. Success  Factor  #3:        Begin  with  endings!    End  fragile  prac1ces  that  interfere  with  adap1ve,  giver  culture  building  Photo: by billso PHOTO, Flickr
  22. 22. "All  the  art  of  living  lies  in  a  fine  mingling  of  lefng  go  and  holding  on.”      ~  Havelock  Ellis  Photo: by Mr. T in DC, FLickr
  23. 23. How  to  be  an  HR  Change  &  AnD-­‐Fragile  Champion  in    a  VUCA  World?  1.  Start the Conversations, Share the Research Results2.  Start with Yourself: Model Individual & Team Help-Seeking & Giving3.  Never Work Alone ~ Connect with Other Givers!4.  Creator, Challenger, Coach => Help Recognize &Reward Giver & Participative Team Practices5.  Hire “Givers,” take care with “Matchers,” Screen out“Takers” Fire Hydrant Conversation, by ohhector, People by Radarsmum67, Flickr
  24. 24. «  I  will  adapt.  » Star Trek reference, Janeway & BorgQueen, Photo: by frankula
  25. 25. For  more  info,  see  Deb’s  Nystrom  digital  signature:    Search  for  “Deb  Nystrom”  and  “REVELN”  or  go  to:    Photo  credits  Flickr  Crea1ve  Commons  Max  Weber,  KaXa  bureacracy  –  by  Harald  Groven  Supervision  -­‐  Smiling  Leader  Woman  Office  by  AASU  Armstrong  University  Archives  Rela1onship  with  Supervisor,  3  Men  Work  by  Gobierno  de  Álvaro  Colom,  Guatemala  In  the  Trenches,  Small,  by  Kheel  Center,  Cornell  University  Work  Itself,  by  careesma_group  Flickr  Achievement,  Mountain,  by  Darcy  McCarty  Responsibility  Jet  Plane  Navy  by  Official  U.S.  Navy  Imagery  Recogni1on  Men  Hand  Grip  by  MDGovpics,  Flickr  Facts,  Details  and  Analysis,  Logic:    by  Deb  Nystrom  Big  Picture,  Intui1ve,  by  Trey  Ratcliffe,,  Flickr  People  Flash  Mob  Whitechapel  Centre  by  Radarsmum67  Flickr.      
  26. 26. Photo,  VSHRM  Board  From  Slide  #1,  from  leo  to  right:  •  Terry  Schramm  •  Sandy  Warner  •  Suzanne  Schreiner  •  Gina  Kellogg  •  Jennifer  Westphal  •  Deb  Nystrom,  REVELN  Consul1ng      ;)  •  Tim  Quinn  •  Jodie  Jones  •  Sue  Goddard
  27. 27. «  An1-­‐Fragile  »  Biography  •  See  Deb’s  Books  &  Ar1cles  Link  page  under  “Change  and  AnD-­‐Fragile”  •  Ar1cle:    Givers  Take  All:  The  hidden  dimension  of  corporate  culture.  April  2013  |  by  Adam  Grant  ,  McKinsey  Quarterly  •  Book:    An1fragile:  Things  That  Gain  From  Disorder,  Nassim  Nicholas  Taleb,  2012    (Also  see  his  Facebook  page)
  28. 28. The  Performance  Appraisal  Persecutor   “Creates  a  territorial  atmosphere.”  “Reviews  results  from  staff  on  a  weekly  basis.”  “Establishes  concrete  performance  standards.”  “Sets  awainable  goals  that  match  staff  capaci1es.”    From  “2600  Phrases  for  Performance  Appraisals”  Vic1m   “They  made  me  go  through  a  Performance  Improvement  Plan  (PIP.)”  “I’m  just  wading  through  un1l  I  can  re1re  in  2016.”  “She’s  got  it  in  for  me,  because  my  salary  is  higher  than  hers.”  Rescuer   “Don’t  worry,  I’ll  take  care  of  it.”  Here  are  the  forms,  just  fill  it  out.  Check  the  box  Do  the  formula
  29. 29. MI-­‐SHRM  2013    Cost-­‐effecDve,  nonfinancial  moDvators  •  Source: June 2009 McKinsey global survey of 1,047 executives, managers, and employees from a range of sectors