Richard Claydon and Stefan Norrvall's presentation from Change Management Hangout on the failed promise of cultural change as the silver bullet for an engaged, hard working, loyal workforce.
15. THE HEROIC JOURNEY
• Take an Irony Bath
• Find your Cynics
• Understand your Mythologies
16. THE HEROIC JOURNEY
Understand your Mythologies
Loving Unloving
Trusting Untrustworthy
Courageous Cowardly
Dignifying Undignifying
Fair Unfair
Honest Dishonest
17. THE HEROIC JOURNEY
• Take an Irony Bath
• Find your Cynics
• Understand your Mythologies
• Widen your Limits of Discretion
18. THE HEROIC JOURNEY
Theory X & Theory Y
People need to work and want to take an
interest in it. Under right conditions, they enjoy
it
Attitude
Direction
Responsibility
Creativity
Motivation
People will direct themselves
towards an objective that they accept
People will seek and accept responsibility,
under the right conditions
Under the right conditions, people are
motivated by the desire to realize their own
potential
Creativity and ingenuity are widely distributed
and grossly underused
People must be forced or bribed
to make the right effort
People are motivated mainly by money
and fears about their job security
People dislike work,
find it boring, and will avoid it if they can
People would rather be directed than accept
responsibility, (which they avoid)
Most people have little creativity - except
when it comes to getting round rules
21. Meritocracy
Budgeting Planning
Control of work hours
Job Descriptions
Competencies Management
Incentives
Individual targets
Performance Appraisal/360°
Salary Ranges
Training budgets
Personnel Development
Org Charts
Target negotiation
Holiday applications
Personnel Expenses
Suggestion boxes
Assessment Centers
Knowledge Management
Pay for Performance
Paid extra hours
Bonuses
Sales Quotas
Dress codes
Job titles
HR
Allocations
Cost Management
Plan-Actuals variances
Forecasting
MbO
Development Centers
Bosses hire
Strategic Planning
Travel policies
Jours fixes
Earnings Guidance
Matrix Structures
Key Accounting Business Areas
Business Partners
SWOT Analysis
22. THE HEROIC JOURNEY
• Take an Irony Bath
• Find your Cynics
• Understand your Mythologies
• Widen your Limits of Discretion
• Pedal the Agile Bicycle
Into: Theory-based Practice
Strong Culture -> Decadence -> Dystopia
TV Series Reflecting Themes
New Organizational Heroes
Strong Culture Theory
Tom Peters – In Search of Excellence - Promise of joyful work & prosperous life
Peak era = decadent tendencies
Cultural cycle theory – enthusiasm, development, peak, decadence, dystopia
Gideon Kunda – Engineering Culture
Hard working, loyal & committed employees
Burnt out zombies, family breakdown, suicides
Espoused values unable to capture complex reality – gap between expected and actual reality
Survival requires irony, cynicism and dramatic understanding
My Research
1981-1992-2006-2016
The end of the cultural cycle – Volatility, Uncertainty, Complexity, Ambiguity
Human Response – healthy (irony, skepticism, humour, cynicism) – unhealthy (confusion, emotional and psychological breakdown, nihilism)
Theme 1 - Fear of a Meaningless Existence:
Meaninglessness of strong culture | ironic/nihilistic response
Broken People in Silicon Valley
Theme 2 - Reborn Tribalism:
Seth Godin: Tribes
Culture Fit
Cultures of non-conformity
Theme 3 - Be Alert and Agile:
No resting place
Survival requires constant action
Theme 1 - The End of Traditional Leadership:
Qualities of the traditional leader no longer suffice (charismatic (Robert Baratheon), virtuous (Ned), strategic (Robb), ruthless (Tywin))
Leadership emerges from those forced by circumstances to reinvent themselves (Tyrion the diplomat, Jaime the noble cynic, Jon and Daenyrs, maturing relationship builders, Arya the backstage trickster )
Theme 2 - The Impotence of Planning:
Good strategic planning is no predictor of success (Robb)
Backstage agreements and agile tactical maneuvering
Theme 3 - The Unpredictability of Power:
Complex characters. Bad people do good things and vice versa. The tiniest action can end up having huge consequences.
Complex situations. However ruthless and clever you are, you still have to contend with fire-breathing dragons and the army of the dead to succeed.
The Theme - The Rise of Machiavellian Ruthlessness:
Emotional intelligence as tool to be successful, not effective!
Indirect communication.
Promising one thing to the unsuspecting while planning something else.
Making fools of anyone who has moral fibre.
Making deals with power brokers, then doing their bidding.
Cersai, Littlefinger
Thinking Point: Frank Underwood is the most traditional leader of all the characters in our currently popular shows. Moneyed, elegant, stylish, well mannered, charming, witty, and debonair. Yet he has no ethical morality. No sense of purpose other than to seize power. Driven by unrelenting ambition when nothing is ever enough. Why are we compelled to watch such a character?
The Theme - The Sacrifice of Personal Morality:
Complexity and Paradox: Coping with incompatible demands in working life and between working and home life
Emergent leadership: An ability to quickly analyse and deal with new experiences and data
Resilience: See it through to conclusion, “no matter what”
Authenticity and the loss of moral compass: Walt becomes authentically aligned to being the best meth manufacturer possible.
Thinking Point: Walter White is destroyed by his descent into a moral-free existence. Which, paradoxically, is motivated by a deep morality about providing for the family. Are you morally conflicted? Are the contradictory imperatives stressful? How might they be for those undergoing the change initiative?
Takeaway: Strengths-based training is becoming increasingly trendy in the contemporary organizational space. Classic tragedies all follow a plot line in which the hero undermines himself by an over-reliance of his core strengths. This reliance results in a trained incapacity and cognitive bias that prevents him seeing what is really going on. Be careful of over-reliance on one way of doing things in complex conditions of change. Or risk a tragic outcome.
DYSTOPIAN TRIAD
Is it realistic to have a superhero to lead an organisation, one person with all the answers and the great vision behind whom we all rally?
We think not, it is more realistic that we have to work together to achieve change and that we all play our part in leading change.
Is it realistic to have a superhero to lead an organisation, one person with all the answers and the great vision behind whom we all rally?
We think not, it is more realistic that we have to work together to achieve change and that we all play our part in leading change.
1: Analytical ThinkingThe ability to separate the business into its constituent parts in order to study the parts and their relations. Produces a functionalist understanding of the organisation. Reduces performance to numbers. People to personality traits and competencies. And projects to step-based processes.
2: Creative ThinkingThe ability to see the world in a novel way. Occurs in unpredictable shifts and flows. Elegantly combines images, words and patterns to discover new possibilities. Opens up new ways of being and doing. Which are evaluated as creative or not by experts, peers and the public.
3: Critical ThinkingThe ability to follow reason and evidence wherever they may lead. A systematic way of solving problems. Possessing curiosity, fairness and a confidence in reasoning. Helps determine between genuinely innovative and snake-oily solutions.
4: Design ThinkingThe ability to empathetically understand what humans need. To take on board context and culture before delivering ways to do things. Actively engages people in the process. And then learns and improves by and through making things. Working out their strengths and weaknesses. Redesigning. And so on.
5: Systems ThinkingThe ability to see the "big picture" rather than isolated parts. To understand reoccurring systemic problem, often made worse by previous attempts to fix them. Takes environmental variables into consideration. And deals with non-obvious problems.
6: Synthetic ThinkingThe ability to turn a combination of ideas into a complex whole. Requires wide cross-disciplinary knowledge. Joins together concepts from a range of different disciplines (e.g. management, philosophy, sociology, art) to produce coherent pathways forward.
All heroes need a band and willing (or sometimes reluctant) supporters.
Who will help you on your journey? Find the people that can provide support.
Values Continua from Ian Macdonald, Catherine Burke, Karl Stewart (Systems Leadership)
What are the stories people are telling now and what positive or negative values are ascribed to them? To shift the organisational narratives this is where you are starting from. Reference David Snowden's work on narrative inquiry and using SenseMaker
Who are the villains in this quest – The Systems, Symbols, and leadership behaviour that reinforce the mythologies you want to shift. The people who benefit from the current situation.
Theory X and Theory Y
From Niels Pflaeging Author of Organize for Complexity www.organizeforcomplexity.com
Theory X – how we are creating a lifeless organisation through all sorts of controlling mechanism to reduce variability in the tasks and thinking. End state neatly defined (although that is just an illusion).
Theory Y perspective allows for wider limits of discretion. The end is often undefined.
From Niels Pflaeging Author of Organize for Complexity www.organizeforcomplexity.com
Niels calls this the Billion Dollar Slide – all the silly Theory X based practices or systems that are common placed in most organisations. We should get rid of these.
Ironic bath – this complex, chaotic situation we’re in, what we are doing is not helping, my task is to identify different pathways, different types of thinking, to move decision makers away from the prevailing analytical thinking will not suffice.
Who will help me?
What are the current mythologies in the organisation?
Who are my blocking characters? Systems, Symbols, people benefiting from current situation.
Theory Y mindset to widen limits of discretion.
So is this all theory and a utopian ideal? Or are there some examples of organisations that do this?
From Niels Pflaeging Author of Organize for Complexity www.organizeforcomplexity.com