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Building Resilient and An#-­‐Fragile Organiza1ons Deb Nystrom, REVELN Consul5ng VSHRM, Valley Society for Human Resource Management « I will adapt. »

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“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

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Key paradox: “Our focus on removing or minimizing randomness has actually had the perverse effect of increasing fragility.” Photo: by Tamsin Slater, Flickr

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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

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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

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The single strongest predictor of group effecDveness Article: Adam Grant, Givers take all: The hidden dimension ofcorporate culture, April 2013 (McKinsey)

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HAVE we adapted? “Believing in progress does not mean believing that any progress has yet been made.” ~ Franz KaXa Photo: by Harald Groven, Flickr

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FIRST, Factors => Extreme Dissa#sfac#on Company Policy andAdministration SupervisionRelationship with Supervisor Work Conditions, Salary (4, 5)See Flickr photo credits, slide #25

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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

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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

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Success Factor #2: Be clear about where you’re going, but very flexible in how you get there. Photo: by duncan, Flickr

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Source: Richard Vosburgh, Human Resource Planning 30.3 12

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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 30.313www.REVELN.com

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The single strongest predictor of group effecDveness HR as aChange Agent

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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.

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The Drama Triangle Vic1m ¨ Rescuer ¨ Persecutor Source: Karpman ~ Slide 16

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Source by David Womeldorff TED, The Empowerment Triangle, response to Karpman TriangleSee Wikiepedia: en.wikipedia.org/wiki/The_Empowerment_Dynamic‎ Slide 17Change the Roles

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Big Picture, Intui#ve Facts, Details Prac#cal Analysis, Logic Impact on People How it Feels Perception Decision-MakingSee Flickr photo credits, slide #25

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Source: William Bridges – Transitions 19

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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

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Success Factor #3: Begin with endings! End fragile prac1ces that interfere with adap1ve, giver culture building Photo: by billso PHOTO, Flickr

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"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

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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

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« I will adapt. » REVELN.com Star Trek reference, Janeway & BorgQueen, Photo: by frankula

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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.

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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

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« 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

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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

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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