Tag Archives: simple rules

Cultures of Trust: Sources, Risks and Rewards. Join our #orgdna #globalchat on SAT 10.27.18 1-3pUTC

Those who delve into organizational culture are often overwhelmed by it’s complexity. It is the result of decades of behaviors, both good and bad, the sum product of what an organization thinks of itself.

Those who know trust know its deeply embedded in our healthy relationships, and absent from our dysfunctional ones.  It often provides the spark for collaboration, the genesis of effective teams.

Together, the evolution of trust and culture can spawn a dizzing array of outcomes.

Evolution is inspiring that way.

The had part is charting a course.  If we imagine of web of narrow but interconnected paths, we can follow the journeys that take us toward trust and culture.  These can lead us, with care and nourishment, to bonafide cultures of trust.  It is the end state of most enterprising CEO’s, and the holy grail of OD, or Organizational Development.

How do we get there from here?

In our Saturday 10.27.18 chat, we’ll discuss these evolutionary threads, with this outline:

  • Q1. Sources of Trust. How can leaders and staffers instill trust across on organization in real time, when trust is painstakingly built over time? Could any of S.M.R. Covey’s “Speed of Trust” principles help?
  • Q2. Sources of integrative Culture. Are leaders able to shape an integrative, trusting culture change directly, or must they wait for it to evolve over years and decades?
  • Q3. Alchemy of Simple Rules. What simple rules might help trust and culture evolve together, as the prevailing forces come in contact? Can any factors accelerate the chemical reaction?
  • Q4. Risks when Trust is pervasive. Does a bias for trust expose the organization to manipulation and foul play? How might leaders and staffers guard against this?
  • Q5. Cultures of Trust: the Rewards. What are the most lasting benefits in a culture of trust? How do we know we have built one? What will we see?

Lots to talk about here.  And like trust and culture, it will take time for the conversation to evolve.  Stay with us.  Its going to be a journey.

We’ll continue to unpack the #futureofwork through the lens of social complexity each month, now on most 3rd or 4th Saturdays, from 1-3pm UTC, i.e., 9-11am ET, 2-4pmUK.  Stop in at any point during the 2-hour conversation. Can’t make that time? Feel free to tweet thoughts/inputs/comments using hashtags #orgdna #globalchat, or post comments to this blog.

The next chat after 10.27 will be in the New Year.

It’s been a great exchange. We’re 6-years in, and gaining momentum. Transcripts of our conversations abound, elsewhere on this site. We hope you’ll join us.

See you online!

Chris Jones | @sourcepov | Charlotte NC

How does a twitter chat work?  It starts on Twitter. We recommend a streaming app like TweetDeck. Just append #orgdna to your tweets adding #orgdev #agile #agility #complexity and/or #futureofwork to specific tweets, as relevant. This expands the thread to others who might be interested. Sometimes we’ll chat in the #orgdna stream in real-time, like a flash mob, with insights just popping up.  But for the in-depth discussion, join us at the appointed hour on Twitter.

What is #orgdna?  It’s a self-selecting community of #orgdev thinkers, discussing collaborative aspects of the organization since 2012. 

What is a #globalchat?  This may be the first one.  Many challenges facing the modern organization are global in nature, or in impact. I’m hoping #orgdna can make #globalchat a more frequent and welcome exchange, with increasing scope of participation and value.

Do we have an agenda?  Yes, but it’s evolving as we learn. We’ve captured our key ideas and themes to date using Coggle, and our #orgdna roadmap is posted here (CC4-BY-SA). Have a look, and share your thoughts.


Social Complexity: Inside the #futureofwork with #orgdna 9/18/17

Our August #orgdna chat was a deep dive on the #futureofwork, with the transcript posted here.

One area we touched on was social compexity, a modern, relatively robust way of looking at the forces at play inside the 21st century enterprise. To get us thinking about this exciting area, let’s contrast it with older models.

Consider two extremes:

  • Old hierarchical models. Not unlike a factory, control is administered via top down decision-making, seeking to drive efficiencies and compliance through standard practices. Variance is minimized in order to deliver according to a master plan. Assumptions are routinely made about cause and effect. Emphasis on structure. Works well when manufacturing widgets. Less effective at mobilizing a workforce.
  • New social complexity models. Diverse actors across an organization work together in countless interactions to produce change or ’emergent’ results. Actions can’t be directly controlled, but the conditions can be influenced. Cause and effect are not the focus. Emphasis is on flow. Provides the broad possibility of new thinking, on an accelerated basis.

To me, this is breakthrough-level material. Among OD practitioners, these ideas come up for discussion often. But how can we bring social complexity into real time? What factors make it work?

Let’s discuss:

  • Q1. How do independent, diverse Stakeholders change org dynamics?
  • Q2. Why do System & Design Thinking shift our thought processes toward complexity?
  • Q3. How do Patterns and Simple Rules (e.g., culture) work in a social system?
  • Q4. How do Initial Conditions impact our success?
  • Q5. Why do the quantity and quality of Connections play a major role?
  • Q6. Why does Adaptability – for both learning and change – become a differentiator?

To capture our ideas, there’s a mind map coming together, using Coggle, courtesy Jamie Billingham. I am hoping our chat on social complexity will help inform broader discussions on the future of work.

Trouble keeping track? We produce and tweet links to a transcript, courtesy John W. Lewis at Holosoft.

So, please join us Monday 9/18 from 9-10:30pm ET. We’re putting a dent in these exciting topics. And it’s always a lively conversation.

Best,

Chris (aka @sourcepov) Charlotte NC

 

ABOUT THE GROUP. Over the last 5 years, a self-selecting band of OD thinkers has been discussing the future of the organization, using hashtag #orgdna. The number of active contributors seems to hover around 20-25. On any given month, you’ll find 5-10 of us actually come together for conversation. Please join us. The chat is open to all. For the chat itself, we recommend a tweet streaming app like TweetDeck. Just add #orgdna (and optionally, now, #futureofwork) to your tweets, and we’ll see you at the appointed hour.

ABOUT THE TOPIC. Much is being said on “the future of work” and its unfolding dimensions. Don’t miss Deloitte’s recent Tom Friedman interview, hosted by Deloitte CEO Cathy Engelbert and their senior strategist John Hagel.

ABOUT THE AUTHOR. A thinker, instigator, and explorer of edges, Chris Jones has been unpacking the forces inside organizations for 30 years. Look for more here on the #orgdna blog, on Medium – or for his deepest dive to date, over on Amazon.


Foundations for 21st Century Leaders: Learning to Navigate Culture Change

Let’s face it. People are hard to influence. We are complex creatures, difficult to predict and downright impossible to control.

Large groups of such people only serve to compound things. Insightful leaders know this, or at least sense the immensity of the challenge. It can take years to achieve significant organizational change, if it ever happens.

New on this front is the topic of social complexity. It’s an appreciation for the many variables in play that hi-jack simple “cause and effect” strategies. As an example, say we decide to give a cash bonus to everyone who behaves in a certain way. Some will play. Many will not. But leaders will often rehash the carrot (or stick) strategy in efforts to change the organization’s behavior.

Eventually leaders tire or the bonus money runs out, and they move on to other battles. Or other organizations.

True change in an organization requires a deep appreciation of the complexity dynamic. We must setaside cause and effect thinking, to instead look at what can be accomplished when we view the organization as a network of social connections, people interacting, seeking to be accepted, seeking to learn and to grow, often in spite of the odds. Let’s attack the important topic of leadership in the context of culture change from a fresh angle. We’ll take the complexity view, and see what we uncover.

We teed this up initially 10/19, but let’s keep the focus here, as we dig deeper. Our chat on MON 10/26 from 9:30-11pm ET will use this frame:

  • Q1. Connections. Does thinking of a #21cOrg as a network of social interactions help us understand the #complexity forces at work?
  • Q2. Environment. How do initial conditions in the #workplace influence the opportunity for #orgchange to take hold?
  • Q3. Fundamental Rules. Can we identify a few specific, simple groundrules that leaders can embrace to #leadchange?
  • Q4. Edges. Does change at the edge provide new thinking on how leaders might look at #21cOrg change strategies?

I find culture change to be both fascinating, and in the right conditions, possible. No doubt it is a difficult journey. But leaders must understand people and social dynamics to drive change.

Carrots and sticks? Leave them for building snowmen.

The #orgdna community generally meets every 3rd MON 9:30-11pm ET. We use the #orgdna hashtag to compare notes and ideas, and we’ll publish a transcript right here on this post afterwards. Join the conversation. It’s a lively crowd, perched on a corner of the internet that’s prone to providing insights .. a great place to learn about learning.

Join us !! Hope to see you online.

Chris aka @sourcepov, Charlotte NC US.