1.
Building
Resilient
and
An#-­‐Fragile
Organiza1ons
Deb
Nystrom,
REVELN
Consul5ng
VSHRM,
Valley
Society
for
Human
Resource
Management
« I will adapt. »

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

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

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

12.
Source: Richard Vosburgh, Human Resource Planning 30.3 12

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.
The
single
strongest
predictor
of
group
effecDveness
HR as a
Change Agent

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

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.
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.
Source: William Bridges – Transitions 19

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

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

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.
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.
«
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.
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.
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