21 Followers and Support
People follow those that help them.
22 Goals
Where the personal goals of the followers are aligned with the direction that the leaders is pointing, then it seems like a good idea to follow the leader, especially if it looks like they will be able to help me get what I want.
23 Support
I will also follow a person who actively helps me to get what I want.
24 Followers and Ideas
People will follow an idea, but not constraining objectives, then I may do it, but not in a way that makes me want to follow you.
25 Objectives as instructions
Objectives are useful in most organizations, of course, but they are often presented as fixed instructions, telling people what to do and how to do it in so much detail that it leaves little to the imagination.
PeopleNology
Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com
26 Objectives as ideas
Objectives can be used to motivate and leaders can make effective use of formal systems of objective-setting to provide effective challenge and stimulation that will motivate people not only to do the work but also to follow the leader.
27 Ideas as inspiration
Inspiration occurs when an idea both aligns with my values and also gives me a sense of possibility, of what is not now but which could be in the future. It might thus change my beliefs and mental models.
28 Context Analysis
When investigating change it is important to understand the context within which the current situation is operating.
29 External context
The external context that affects the organization provides the forces to which the business must react and are common root causes of the need for change.
30 PESTLE forces
The broader business climate includes the external sea in which the business and its competitors must swim and provides the ultimate playing ground.
PeopleNology
Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com
31 Market forces
Within the chosen markets, forces as price pressures, competitive shifts, customer demands and so on may be creating business tensions.
32 Internal context
As well as the external context, there are many contextual factors within organizations that can lead to the need for change.
33 Driving objectives
Out of the external forces and internal ambitions, business leaders identify the key purposes and objectives that they want to achieve and hence achieve success in the organization.
34 Organizational alignment
An aligned organization has its processes, technology, reporting structures and individual objectives all aligned with one another.
35 Organizational capability
As well as alignment, an organization needs its people to be able to complete work given to them.
36 Leadership
Leadership is a subject which includes a great deal about changing people's minds, often in fundamental ways.
37 Follower ship
The nature of leadership can perhaps be best understood by turning the coin over and studying follower ship.
38 The Leader-Follower loop
Leaders who want to create true followers do not just stand at the front of the army, yell 'charge' and then run forward.
39 Followers respond
Followers are seldom blind. They are human.
40 Gossip
If the leader does something that concerns them, then they will voice these concerns to one another long before letting the leader know.
41 Pack response
There may well be some level of pack response from followers.
PeopleNology
Gregory Bodenhamer Ph.D
Powerful Human Development
Social System Process Engineering & Design
Mechanicsburg Pa 17055
GregoryBodenhamer@Live.com
NollijyUniversityPeopleNology@Gmail.com
PeopleNology@Hotmail.com
Seminars Workbooks Publications
Classroom Consulting White Papers
42 Leaders adjust
If leaders do not do anything about the situation, then followers, who are volunteers, remember, will abandon in droves.
43 Noticing
At some point in the proceedings, the leader notices that followers are not as inclined to follow as they once were.
PeopleNology
Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com
PeopleNology
Business Management Philosophy
Extreme Business Energy
Human Resources
The Human Being
Gregory Bodenhamer
44 Diagnosing
When the shift in follower behavior is noticed, the next step is to figure out why, and particularly to know whether and how to connect this to the leader's own words or actions, or at least to external events that have shifted the playing field.
45 Adjusting
When you know where it is going and why it happened, then you can do something about it.
46 The dance continues
And so the band plays on. It is a closed system, with followers responding to leaders, who themselves adjust in response to this. Leadership and follower ship is thus an ongoing dance.
47 Structural Analysis
There are many structures within an organization which influence people's behavior. 'Function follows form' is a relevant saying.
48 Organizational structure
The hierarchical organization with its 'scalar chain of command' is at the heart of most organizations.
49 Process structure
People work within processes, which may stretch across functions or be contained within them.
50 Motivational structure
There are deliberate structures in the organization that seek to motivate people. Typically, this is based on financial reward.
51 Social structure
Overlaid across the organization is another invisible structure which is made up of the many and complex social relationships across the company.
52 Physical structure
The physical structure of the organization can have a very significant effect on the social structuring.
53 Causal Analysis
An excellent question when analyzing around change is 'why?' Causal Analysis seeks to identify and understand the reasons why things are as they are and hence enabling focus of change activity.
PeopleNology
Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com
54 Root causes
The basic principle of causal analysis is to find causes that you can treat rather than treating symptoms (which, as all doctors know, seldom effects a lasting cure).
55 Ask why five times
The trick with seeking root causes is to keep looking. When you ask 'why' of something, you will get a nearby direct cause. If you keep
asking 'why' of each answer, you will eventually get to a cause that you can act on.
56 Cause-effect diagram
The Cause-effect Diagram is a simple hierarchical tool that is used to break down cause into a tree-structure, allowing you to follow individual streams of possible cause.
57 Circular causes
Many causes are not linear but instead act in circles, much as births lead to population increase which leads to even more births.
58 Systemic cause
In systemic problems, the cause is found in the whole system, with the problem distributed across multiple related causes, all of which conspire together to cause the identified effect.
59 Vicious spirals and virtuous circles
Circular cause leads to exponential increases or decreases that are very difficult to interrupt.
60 Creating a positive culture
A positive culture is the holy grail of many change activities.
61 Develop a sense of history
History is important to people, giving them a sense of identity and belonging. Just look at how genealogy becomes more important to people as the grow older.
62 Create a sense of one-ness
Leaders who bring people together talk about 'us' more than 'I'. They propagate the stories of history and present stories that create a sense of togetherness.
63 Promote a sense of membership
Belonging also comes from the benefits that people gain, so work on the reward and recognition system.
64 Increase contact and exchange
Help people stay in touch with one another. This is particularly important in a global or otherwise distributed organization.
PeopleNology
Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com
65 Social distance
We like to keep our distance from others and there are very specific social rules about how close we can go to others in particular situations.
PeopleNology
Gregory Bodenhamer Ph.D
Powerful Human Development
Social System Process Engineering & Design
Mechanicsburg Pa 17055
GregoryBodenhamer@Live.com
NollijyUniversityPeopleNology@Gmail.com
PeopleNology@Hotmail.com
Seminars Workbooks Publications
Classroom Consulting White Papers
66 Why the distance
Regulating the distances between us and other people provides us with several benefits.
67 Social distances
The social distances here are approximate, of course and will vary with people.
68 Public Zone 12 feet
The public zone is generally over 12 feet. That is, when we are walking around town, we will try to keep at least 12 feet between us and other people.
69 Social Zone 4 - 12 feet
Within the social zone, we start to feel a connection with other people.
70 Personal Zone 2-4 feet
In the personal zone, the conversation gets more direct, and this is a good distance for two people who are talking in earnest about something.
71 Intimate Zone < 2 feet
When a person is within arms reach or closer, then we can touch them in intimate ways.
72 Varying rules
The rules about social distance vary with different groups of people.
73 Town and country
People who live in towns spend more time close to one another and so their social distances may compact somewhat.
74 Different countries
Different countries also have different rules about social distances.
75 Preferences
What makes us different?
76 Preference scales
There are many scales of preference. Note that there are two styles that are commonly used.
77 Feedback and reward
A major driver of people in companies and hence their culture is the general feedback and specific rewards that tell them they are doing a good or bad job.
78 Risk
Uncertainty and risk are something that some people hate and some people thrive on.
79 Solidarity
Solidarity is the degree to which people think together in the same ways, sharing tasks and mutual interests.
80 Sociability
Sociability comes from mutual esteem and concern for ones colleagues.
81 What is culture?
Culture is the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values. Culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic ‘taken for granted’ fashion an organization's view of its self and its environment.
A simple way of defining culture is: Culture is a system for differentiating between in-group and out-group people.
82 Culture as shared meaning
Culture is very much about groups, and a basic need of groups is to be able to communicate, both at a superficial level (for which ordinary language largely suffices) and also at a deeper level of meaning.
83 Culture as behavioral rules
When a group of people are to exist together, they need a set of rules that helps everyone know what to do in various circumstances, from arguing with one another to dealing with outsiders.
84 Change Complexity Analysis
Change Complexity Analysis seeks to identify how difficult a change project will be. The more complex the project, the more carefully the project will need to be managed.
PeopleNology
Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com
85 Elements of Culture
What are the visible attributes of culture? What are the elements that you can point to and say 'that is there to show and sustain this culture?
86 Artifacts
Artifacts are the physical things that are found that have particular symbolism for a culture. They may even be endowed with mystical properties.
87 Stories, histories, myths, legends, jokes
Culture is often embedded and transmitted through stories, whether they are deep and obviously intended as learning devices, or whether they appear more subtly, for example in humor and jokes.
88 Rituals, rites, ceremonies, celebrations
Rituals are processes or sets of actions which are repeated in specific circumstances and with specific meaning.
89 Heroes
Heroes in a culture are named people who act as prototypes, or idealized examples, by which cultural members learn of the correct or 'perfect' behavior.
90 Symbols and symbolic action
Symbols, like artifacts, are things which act as triggers to remind people in the culture of its rules, beliefs, etc.
91 Beliefs, assumptions and mental models
An organization and culture will often share beliefs and ways of understanding the world.
92 Attitudes
Attitudes are the external displays of underlying beliefs that people use to signal to other people of their membership.
PeopleNology
Gregory Bodenhamer Mechanicsburg Pa
GregoryBodenhamer@Live.com
PeopleNology
Gregory Bodenhamer Ph.D
Powerful Human Development
Social System Process Engineering & Design less
Hot 2009 Ebook You Cant Fire Me Yo…
Re Thinking The Secret Service Of …
Immortality Gregory Bodenhamer Ph.…
Face Page Simply Softer Space Time…
Rethinking How Many Ways Are You S…
People Nology Inspiration Teamwork…
Softer Space Perceptions Psycholog…
Re Thinking People Nology Preview …
Re Thinking People Nology For Moto…
Re Thinking Your Own Success And G…
0 comments
Post a comment