Relationships : An Evidence Based Approach
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What is the future of relationships in work and how does this impact on organisational change? Are the psychological contracts in the modern workplace significantly different from those of the past and how does this impact on we manage Organisational Change? Are potentially leading to lower supervision, increasing intensity of social exchanges, fewer face to face interactions etc In this session I will be deep diving into the importance of relationships in Organisational Change and how they might be changing.
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Relationships : An Evidence Based Approach
- 1. Jan 28, 2021 Presented by Alex Boulting Relationships Building Organisational Change Capability Talks # 5
- 2. 2 Building Change Capability Talks
- 3. Content
- 5. Early 1900’s 1977 1986 2020’s 1936 1976 2010’s Emile Durkheim early 1900’s “collective consciousness” (norms beliefs & values) form the basis of social integration Social Exchange Theory assumes that the basis of social life is exchange theorists agree that social exchange involves a series of interactions that generate obligations (Emerson 1986) Social Cohesion Social Exchange Theory Prosocial Behaviour Meta Analysis Virtual Working High quality metanalysis on Team Diversity, (Bell, 2011,), Goal Directed Behaviour (Kleingeld, 2011) Collective Memory (Gino, 2010), Prosocial Behaviour (Hu 2015), Intra Team Trust (De Jong, (2016) Individual Trustworthiness (Capiola, 2019) People care more for the ‘ingroup’ than ‘out group’. Thinking as ‘we’ people can co-operate and care for each other (Leaky & Lewin 1977) Originally developed to gain an understanding of the psychological basis of intergroup discrimination. Minimal conditions that allow one group to discriminate in favour/against of another (Tajfel 1978) Social Identity Conformity People conform to social norms because they expect that others see the world the same way they do. (Sherif 1936) People overestimate this leading to a ‘false consensus’ (Ross, Green & House 1977)
- 6. 6 Why is it important? Need for strong stable relationships is basic human need = BELONGING Critical for Team Performance e.g., Collaboration, Co- ordination etc Complex Systems need numerosity, feedback, diversity & non-equilbrium Creates inclusive cultures Adaptive prosocial behaviours e.g., OCB Strong relationship help survive change (Robustness)
- 7. 7 Enhancing organisational change capability UNIQUENESS Drive to flourish DOING – External Perspective BELONGING– Drive to belong BEING – Internal Perspective
- 8. 8 Diagnosing Relationships COMPLEX SYSTEMS… CAN BE SIMPLIFIED
- 10. Employee Engagement A Work Motivation C Employee’s sense of belonging to the organisation Organisational Identification B Organisational Commitment Wietrak, E., Rousseau, D. and Barends, E. (2021) Work motivation, Organisational Identification & Organisational Commitment : an evidence review. Scientific summary. London: Chartered Institute of Personnel and Development. Goal Setting Feedback Person- Organisational Fit Organisational Prestige A+B+C Employee Engagement Recognition Rewards Meaning Empowerment Social Support Psychological Safety Task & Skill Variety Energy levels within the organisation. Employee emotional attachment to the organisation Employee energy to do work & attain a goal Role Clarity Leadership : Trust & Positive Relationships Organisational Justice
- 11. WHAT… 2 11 Do we mean by ‘Relationships’
- 12. 12 Belonging & Acceptance = Syncing • Understanding ourselves in relation to others Individual Identity • Connecting with others through reciprocation Emotion-Sharing • Reaching out to others for emotional support Support • Identifying with similar others Social Identity • Tying ourselves to events in our environment Environmental Satisfaction • There is use for me in this world Feeling Useful • Feeling satisfied with events in ones life Positive • More I am accepted the less likely I am to change Attitude To Change Belonging Acceptance Pardede, S., Gausel, N., & Høie, M. M. (2021). Revisiting the “the breakfast club”: Testing different theoretical models of belongingness and acceptance (and social self- representation). Frontiers in Psychology, 11, 604090. No support for any of the individual or global definitions of belonging & acceptance BUT… 3 things “Belongingness” = being alike reciprocal connectedness - cohesion “Emotional Acceptance” – being oneself - Uniqueness “Social-self Representation” – being useful/worthy – contributing to purpose
- 13. Building an Inclusive Culture Differentiation Exclusion Assimilation Individual is not treated as an organisational insider in the work group, but their unique characteristics are seen as valuable and required for group/organisational success Individual is not treated as an organisational insider with unique value in the work group but there are other employees or groups who are insiders Individual is treated as an insider in the work group when the conform to the organisational/dominant culture norms and downplay uniqueness UNIQENESS – Drive to stand out BELONGING - Drive to fit in (Cohesion) Shore, Lynn & Randel, Amy & Chung, Beth & Dean, Michelle & Ehrhart, Karen & Singh, Gangaram. (2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of Management. 37. 10.1177/0149206310385943. Inclusive cultures are those where uniqueness and belonging come together When an individual’s unique characteristics are accepted into a group it improves performance while creating a sense of belonging These feelings of psychological safety where people feel safe taking interpersonal risks are critical to building inclusive cultures (Separation) Inclusion Individual is treated as an insider and allowed/encouraged to retain uniqueness within the work group .
- 14. Complexity & Organisational Change Characteristic 5: Spontaneity & Self Order Dynamically Organised (Variable Relationships) Forced Organised (Invariant Relationships) More Structure More Agency Purpose Co-operation Employee Voice Employee Commitment Social Exchange Organisational Justice Separation = Agile Cohesion = Waterfall
- 15. Complexity & Organisational Change Characteristic 6: Non-linearity Group of 2 = 1 two-way interaction Group of 4 = 6 two-way interactions plus 4 three-way and one four-way = 11 interaction Group Cohesiveness through: Task Commitment Positive Attitude Pride Group of 3 = 3 two-way + 1 three-way = 4 interactions Increasing Complexity through non-linearity
- 16. Mechanics of Complex Systems - Free Energy FREE ENERGY = Divergence –Evidence Discrepancy between our model & the world = prediction error PERCEPTION – change beliefs to minimise divergence ACTION – change observations to maximise evidence CHANGE YOUR MIND CHANGE YOUR WORLD PREDICTION Showing ourselves to the world OBSERVATION How the world receives us BEING – Sensory States DOING – Active States
- 17. 17
- 18. 18 High quality LMX relationship Member Leader Exchanges (e.g., reciprocity) alter the nature of relationships Relationships alter the nature of exchanges DIALOGUE ? DOING – Active States BEING – Sensory States
- 19. • Why do people in social situations support and help one another? • Organisations are forums of transactions Michel & Gonzalex Morales (2013) • Based on the norm of reciprocity, which states that people treat others as they would like to be treated, repaying kindness with kindness and retaliating against those who inflict harm – Gouldner 1960 19 Social Exchange Theory
- 20. • As Kahn (2007, p. 190) has argued, scattered research across different literatures has ‘‘led to a fragmented understanding of the nature, meaning, and impact of work relationships.’’ • ‘‘a mutually reinforcing process of interaction between communication and relationships carried out for the purpose of task integration’’ (Gittell, 2002, p. 301) 20 High Quality Relationships Relationships Team Effectiveness
- 21. WHAT… 2 21 Do we mean by ‘Team Effectiveness’
- 22. 22 What is Team Effectiveness ? 1) Formally established, 2) Assigned (some) autonomy 3) Interdependent - Task Performance - Contextual/adaptive Performance, (e.g., learning, creativity, decision making) - Behaviours = actions to achieve goals e.g., feedback seeking, reflectivity, information sharing, communication, co-ordination etc - Emergent Cognitive states = respect, psychological safety, caring, enjoying each other’s company - Permanent States - Outcomes = consequences of behaviours e.g., items sold, clients served etc - Effectiveness = results - Efficiency = cost of achieving results TEAM EFFECTIVENSSS
- 23. TEAM COGNITION Information Sharing Collective Memory Cognitive Consensus Intrateam Trust Psychological Safety Team Cohesion Team Identification DIVERSITY Protected Characteristics Organisational Tenure Experience EFFECTIVE TEAM COGNITIVE STATES TEAM COMPOSITION SOCIAL STATES Debriefing Sessions PERSONALITY (Big Five) Agreeableness & Conscientiousness TEAM LEARNING Questioning Challenging Reflecting Team learning mediates cognition Teamwork Training Team Building Group Goals Attributes of Effective Teams & Interventions A Rapid Evidence Assessment of the Scientific Literature on the Attributes of Effective Teams and Interventions Increasing Team Effectiveness (CEBMa 2019) Context rather than composition determines team performance Information Sharing drives Trust & Cohesion
- 24. 1 2 3 4 Will others give you the benefit of doubt when you take a risk? Group belief People acknowledge and value being part of a team Friendships, caring for one another & enjoying each other’s company Will you give others the benefit of doubt when you take a risk? Individual belief Social States - Belongingness Intrateam Trust Psychological Safety Team Cohesion Team Identification Group Learning Accepting vulnerability & Learning 1 3 Critical for Virtual Teams & Inclusive teams 3 Organisational Citizenship Behaviours Clear Goals 4 4 Social Support Wellbeing
- 25. 5 6 7 8 9 10 Collective Memory - An indexing system that allow the team to understand who knows what Overlapping mental representation of knowledge, Skills, Attitudes, Dynamicity & Environment Cognitive Consensus - How ideas are defined, conceptualised & interpreted – we all know what we are talking about Information Sharing - Are all team members able to bring in their expertise to their full potential? Promotes trust & social cohesion Drives trust & cohesion How accurate and similar the Shared Mental Models are Group learning – are we able to question, challenge & reflect on our mental models – assumptions we are making? Team Cognition - Usefulness Information Sharing Collective Memory Cognitive Consensus Reflexivity & Learning Shared Mental Models Group Learning Team Mental Models
- 26. 26 Which is the best teamwork survey to use? Communication Is there sufficiently frequent, informal, direct, and open communication? Coordination Are individual efforts well structured and synchronized within the team? Collaboration (Balance of Member Contributions) Are all team members able to bring in their expertise to their full potential? Mutual Support (Help each other share workload) Do team members help and support each other in carrying out their tasks? Shared Decision Making Active Conflict Management Are team members motivated to maintain the team? Effort Do team members exert all efforts to the team’s tasks? Respect Do team members treat each other with dignity and respect ? Cohesion (Shared Identity) Is there team spirit? Accountability (Role Responsibility) Are roles & responsibilities clear within the team? Shared Objectives How clear are you about what your team's objective are? How far are you in agreement on your objectives? Belongingness Usefulness Purpose Measuring Teamwork in Health Care Settings: A Review of Survey Instruments Melissa A. Valentine Ingrid M. Nembhard Amy C. Edmondson 2012
- 27. 27 Most evidence based team models
- 28. INDIVIDUAL - Job Demands Resources Model DEMANDS RESOURCES Career opportunities Supervisor support Role-clarity Autonomy Psychological Safety Crisis Management Weak Leadership Poor Decisions Criticism Unrealistic Targets Energy Wellbeing Engagement Burnout etc
- 29. Challenging Shared Feedback Accountability Task Clarity Autonomy Decision Making Communication Co-ordination Reflection Challenge Question GRPI Model GOALS ROLES PROCESS INTERACTIONS TEAM Effectiveness Where is Trust & Psychological Safety?
- 30. 30 Attributes of effective teams 1. A large number of meta-analyses have consistently demonstrated that team virtuality negatively affects team effectiveness 2. Computer mediated communication is negatively related to team effectiveness (Baltes, 2002) 3. Several controlled studies, however, found no difference between video-conferencing and face-to-face communication (Lira, 2007; Martinez-Moreno, 2012), suggesting that video-conferencing can be a good alternative for face-to-face communication 4. Physical dispersion and asynchronicity is negatively related to team effectiveness 5. There are some indications that team virtuality may affect worker-related outcomes (wellbeing, , but the evidence is limited and the effect sizes small 6. Transformational = social cohesion + qualitative performance, Transactional = task cohesion + quantitative performance 7. Co-ordination has a positive effect on the effectiveness of virtual teams 8. Team-building, especially at the start, has a positive effect on the effectiveness of virtual teams 9. Guided reflexivity and debriefing sessions have a positive effect on the effectiveness of virtual teams e.g., reflecting on goals, decision making process
- 31. Paradox of Virtual Working? Opportunities Challenges Satisfaction Work life Balance Efficiency Wellbeing Decision Accuracy Knowledge Sharing Intra-team conflict Project Satisfaction Findings based on virtual short-term student teams in ‘labs’ NOT long-term organisational teams Business Flexibility ATTRIBUTES OF EFFECTIVE VIRTUAL TEAMS CIPD (2020) AN UPDATE ON FLEXIBLE AND HYBRID WORKING PRACTICES CIPD (2022) Purvanova, R. K., & Kenda, R. (2022). The impact of virtuality on team effectiveness in organizational and non‐organizational teams: A meta‐analysis. Applied Psychology, 71(3), 1082-1131.
- 32. Costs Benefits Individuals in larger groups have less time to engage in relational behaviors focusing time on their tasks and coordinating with others (Muller 2011) Groups can make costly and seemingly avoidable errors when all members focused their thinking on the same assumptions and information Group Think Sharing the responsibility for decisions can mitigate associated distress Stress Reduction People in larger groups tend to reduce effort because responsibility becomes more diffused Groups allow people to be individually identified and/or make a distinct contributions to the ‘system’ Differentiation Groups of people become ‘superminds’ which can learn & adapt more effectively than individuals to complex tasks & make better decisions Collective Intelligence Team / Group Dynamics – A Fine Balance Social Loafing Larger groups share information they have in common rather than information others don’t have. Information Hogging Allows individuals to build social bonds with others which and people want to perform well so others will think well of them Social Facilitation Keeping the balance through: Personal Identity Benevolence & Support Procedural Fairness Satisficing Baumeister, R. F., Ainsworth, S. E., & Vohs, K. D. (2016). Are groups more or less than the sum of their members? The moderating role of individual identification. Behavioral and Brain Sciences, 39. Relational Loss Accountability Indispensability Alignment (Mental Models) Critical Thinking Constructive Criticism Novel insights Differentiation Integration Positive feedback loops Negative feedback loops
- 33. Different Types of Conflict Can be positively related to performance particularly amongst senior management. unless it creates relationship conflict. Type of task doesn’t affect conflict Task Always associated with negative impact on group outcomes Process Negatively related to group performance particularly if there is task conflict Relationship De Wit, F. R., Greer, L. L., & Jehn, K. A. (2012). The paradox of intragroup conflict: a meta- analysis. Journal of applied psychology, 97(2), 360.
- 34. 34 Psychological safety in hybrid working 01 STEP Set the Scene To create shared ownership of problems. Clarify what is at stake and the needs of the work & importance to jointly own responsibility 02 STEP Lead the Way Lead with behaviours. Expose your vulnerability sharing your own stories being candid & humble. 03 STEP Take Baby Steps It takes time to build trust and people will open-up about different things at different times 04 STEP Share Positive Examples Examples of where there is increased transparency. Having fair processes helps here – why somethings are shared and others not 05 STEP Be A Watchdog Psychological safety can be slow to build but easily destroyed. So monitor people’s behaviour and whether it is allowing people to speak-up “savvy managers should not underestimate the extent of congruent communication and intentional intervention required for psychological safety to be consistently effective.”
- 35. 35 ‘Agile’ Teams = Effective Teams teamwork structure team management structure team development through training team empowerment / autonomy team communication team motivation team productivity shared responsibility common ownership etc “agile thinking is a people-centric view to software development.”
- 37. “Teenage school disco, where people nervously edge around each-other self-consciously not wanting to cause offence and maximizing the possibility they will be 'liked’.” Steve Hearsam Critical Thinking – Getting the Process Right
- 38. Nonviolent communication • State the observations • State the feeling • State the need that is the cause of that feeling • Make a concrete request Getting the Relationships Right “Constructive dissent v destructive consent“ Angus Beveridge DESCRIBE EFFECT SOLUTION CONCLUSION
- 39. Mind The Organisational Learning Gap! APPROACHES Five building blocks - Garvin (1993) Organizational knowledge creation theory - Nonaka (1991) (Argyris & Schön, 1978) Systematic problem solving Experimentation Learning from past experience Learning from others Transferring knowledge Socialization Externalization Combination Internalization Singleloop learning Doubleloop learning INTERVENTIONS Action learning Communities of practice Cross-functional teams Experience factory Leaving expert debriefing Postmortem evaluations Project briefings Research and development Training = Intervention directly corresponds to OL approach = Intervention indirectly corresponds to OL approach Basten, D., & Haamann, T. (2018). Approaches for organizational learning: A literature review. Sage Open, 8(3), 2158244018794224.
- 40. 40 Layering & Phasing conversations Performance (Expert) Development (Novice) Relationship (All) • Honouring • Experimenting • Appreciating • Removing Barriers • Empathy • Acceptance • Reframing • Sharing • Reflecting • Enquiry • Affirmation • Listening Psychological Safety Listening - Reduces Threat - Signals Attention - Non-judgemental - Listening = High correlation with psychological safety - Listening = attention + comprehension - Listening creates creativity as free’s up cognitive bandwidth
- 41. 41 Measuring Listening (Sensing) Behaviour “Emotional Intelligence” ?
- 42. • Active Listening • Open questions • Listening circles • Motivational Interviewing (Rollnick & Miller 1995) • Feedforward • Getting to know ‘you’ stories List of interventions here https://osf.io/bf7k6 42 Listening Training Weger Jr, H., Castle, G. R., & Emmett, M. C. (2010). Active listening in peer interviews: The influence of message paraphrasing on perceptions of listening skill. The Intl. Journal of Listening, 24(1), 34-49.
- 43. LISTENING Understanding the speaker’s message without judgement ENQUIRING Questioning the speaker to elaborate on their beliefs/feelings REFLECTING Non - judgmental paraphrasing of the speaker’s message ATTENTION Indicating unconditional attention to the speaker ACTIVE (EMPATHETIC) LISTENING Weger Jr, H., Castle, G. R., & Emmett, M. C. (2010). Active listening in peer interviews: The influence of message paraphrasing on perceptions of listening skill. The Intl. Journal of Listening, 24(1), 34- 49. “paraphrasing a speaker's message increases perceptions of the listener's likeability.“ “paraphrases were not associated with increases in conversational satisfaction or feeling understood” It demonstrates a “tacit endorsement of the speaker's message and perhaps create a greater sense of closeness or immediacy between the interviewer and the interviewee”
- 44. 44 Team Relationship Management • PURPOSE • JOB DESIGN • PSYCH SAFETY Team Fundamentals • GOAL DIRECTED • EFFICACY • AUTONOMY Individual Motivations • FAIRNESS • DIALOGUE • ACCOUNTABLITY Key Relationships Creating clarity of purpose & healthy ‘social norms’ & upholding AI values Understanding individual psychological needs to motivate, inspire & engage Coaching key inter team relationships to ensure horizontal accountability STRUCTURE AGENCY
- 45. AND ... Thank you! from Alex Boulting Owner | ebbnflow +44 7562570000 alex@ebbnflow.co.uk www.ebbnflow.co.uk Stay tuned and check our newest videos on YouTube:
- 46. Change Commitment Organisational Citizen behaviours Supervisor Satisfaction 4 Ways to be fair PROCEDURAL - Is the process fair? DISTRIBUTED Are outcomes fair? INTERPERSONAL & INFORMATIONAL - Are people treated fairly? + Are explanations provided? Job Satisfaction Organisational & Change Commitment Trust in the Organisation Performance AGENCY STRUCTURE
- 47. 6 REASONS TO BE EVIDENCE-BASED Clarity & robustness of decision-making allows organisations to quickly respond to external challenges . AGILITY 01 as it creates a process to understand & interrogate decision-making CONFIDENCE 06 because decision-making processes have integrity & gravitas TRUST 02 Creates transparency & objectivity around decision- making FAIRNESS 05 clear decision-making structures creates efficacy, agency & autonomy EMPOWERMENT 03 to organisational values such as respect & fairness CONGRUENCE 04