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

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

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?

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.”   www.REVELN.com
  5. 5. Factors?   •  Stable  team     •  Right  number  of   people   •  Clear  vision   •  Well-­‐defined  roles   and  responsibiliDes   •  Appropriate   rewards   •  RecogniDon  and   resources   •  Strong  leadership     www.REVELN.com Photo: by Wade Brooks, Flickr
  6. 6. The  single  strongest  predictor  of     group  effecDveness     Article: Adam Grant, Givers take all: The hidden dimension of corporate 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 and Administration Supervision Relationship with Supervisor Work Conditions, Salary (4, 5) See Flickr photo credits, slide #25
  9. 9. Achievement   Factors => Extreme Satisfaction, Intrinsic Motivation Source: 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 30.3 13 www.REVELN.com
  14. 14. The  single  strongest  predictor  of     group  effecDveness     HR as a Change 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 Triangle See Wikiepedia: en.wikipedia.org/wiki/The_Empowerment_Dynamic‎ Slide 17 Change  the  Roles  
  18. 18. Big  Picture,  Intui#ve   Facts,  Details   Prac#cal   Analysis,  Logic   Impact  on  People   How  it  Feels   Perception Decision-Making See 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 Results 2.  Start with Yourself: Model Individual & Team Help- Seeking & Giving 3.  Never Work Alone ~ Connect with Other Givers! 4.  Creator, Challenger, Coach => Help Recognize & Reward Giver & Participative Team Practices 5.  Hire “Givers,” take care with “Matchers,” Screen out “Takers” Fire Hydrant Conversation, by ohhector, People by Radarsmum67, Flickr
  24. 24. «  I  will  adapt.  »   REVELN.com Star Trek reference, Janeway & Borg Queen, Photo: by frankula
  25. 25. For  more  info,  see  Deb’s  Nystrom  digital   signature:    Search  for  “Deb  Nystrom”  and   “REVELN”  or  go  to:    www.REVELN.com     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,  Los1nCustoms.com,  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   www.REVELN.com
  27. 27. «  An1-­‐Fragile  »  Biography   •  See  Deb’s  www.REVELN.com  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)   www.REVELN.com
  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   www.REVELN.com
  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  www.REVELN.com

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