Comments on: Organization Transformation & Engagement of People? http://www.balance-and-results.com/organization-transformation-engagement-of-people.html Effectiveness in Human Resources, Leadership and Personal Success Strategies Mon, 28 Jun 2010 22:47:39 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Dave Crisp http://www.balance-and-results.com/organization-transformation-engagement-of-people.html/comment-page-1#comment-261 Dave Crisp Sun, 14 Jun 2009 16:20:20 +0000 http://www.balance-and-results.com/organization-transformation-engagement-of-people.html#comment-261 I suppose I should add, there are lots of examples of changes that do stick - some outstanding which can be found on the Plexus (Complexity organization site) - see blog roll or <html><a href="http://www.plexusinstitute.com/" target= "_blank" rel="nofollow">HERE</a></html>. Unfortunately I think they are still the minority by a long ways. Most efforts fail, but that's the nature of complexity - it's tons of trial and error and then suddenly something works. A key strategy referred to as 'Positive Deviance' is to look for and copy the very few that work. I suppose I should add, there are lots of examples of changes that do stick – some outstanding which can be found on the Plexus (Complexity organization site) – see blog roll or HERE. Unfortunately I think they are still the minority by a long ways. Most efforts fail, but that’s the nature of complexity – it’s tons of trial and error and then suddenly something works. A key strategy referred to as ‘Positive Deviance’ is to look for and copy the very few that work.

]]> By: Dave Crisp http://www.balance-and-results.com/organization-transformation-engagement-of-people.html/comment-page-1#comment-260 Dave Crisp Sun, 14 Jun 2009 16:12:31 +0000 http://www.balance-and-results.com/organization-transformation-engagement-of-people.html#comment-260 Hi Barbara, Thanks for your comment/question. It's a great one and one more people should be asking instead of jumping on 'flavor of the month' solutions that don't last. The short answer is most likely that 'the rich get richer and poor stay poor' (although if you look at it in North America it's more like the 'the rich get rich a lot faster than the poor, but even the poor make some progress.') I think everyone benefits to a degree, but for it to last, you need to reach a critical mass. One CEO or a couple on the top team can encourage improvement, but it won't last unless the majority buy in, so if one key person leaves there's still a group to carry on. The common name for this is "culture." I take that to mean 'a critical mass of habits and expectations' in the organization so that if a nasty CEO arrives, they don't last and don't sink the good behaviors entirely. They can still do lots of damage, like Chainsaw Al did at Sunbeam, but if the underlying culture is strong enough, others will re-emerge after the storm and keep things going... that is, if the basic survivability is there for the organization to avoid bankruptcy. Unfortunately this resilience of culture is a handicap to positive change, too, so it's truly like trying to turn the big ship - slow, almost imperceptible progress until you build enough momentum. That can make even the most dedicated change agents lose hope at times. But we soldier on because that's what we do. Hi Barbara,
Thanks for your comment/question. It’s a great one and one more people should be asking instead of jumping on ‘flavor of the month’ solutions that don’t last. The short answer is most likely that ‘the rich get richer and poor stay poor’ (although if you look at it in North America it’s more like the ‘the rich get rich a lot faster than the poor, but even the poor make some progress.’)

I think everyone benefits to a degree, but for it to last, you need to reach a critical mass. One CEO or a couple on the top team can encourage improvement, but it won’t last unless the majority buy in, so if one key person leaves there’s still a group to carry on. The common name for this is “culture.” I take that to mean ‘a critical mass of habits and expectations’ in the organization so that if a nasty CEO arrives, they don’t last and don’t sink the good behaviors entirely. They can still do lots of damage, like Chainsaw Al did at Sunbeam, but if the underlying culture is strong enough, others will re-emerge after the storm and keep things going… that is, if the basic survivability is there for the organization to avoid bankruptcy.

Unfortunately this resilience of culture is a handicap to positive change, too, so it’s truly like trying to turn the big ship – slow, almost imperceptible progress until you build enough momentum. That can make even the most dedicated change agents lose hope at times. But we soldier on because that’s what we do.

]]> By: Barbara Berry http://www.balance-and-results.com/organization-transformation-engagement-of-people.html/comment-page-1#comment-259 Barbara Berry Sun, 14 Jun 2009 14:59:56 +0000 http://www.balance-and-results.com/organization-transformation-engagement-of-people.html#comment-259 Are there sustainable transformation results using complexity science principles? After many years of working with this science in organizations, i am beginning to question whether an organization can sustain cultural transformation. A few of the factors for lack of sustainability seem to be: Ownership or CEO turnover during the slow process of of developing collactive/shared thinking Lack of effective leadership. Individual fear of change leads to sabotage Time commitment to new learning I welcome your comment. Barbara Berry Are there sustainable transformation results using complexity science principles? After many years of working with this science in organizations, i am beginning to question whether an organization can sustain cultural transformation.

A few of the factors for lack of sustainability seem to be:

Ownership or CEO turnover during the slow process of of developing collactive/shared thinking

Lack of effective leadership.

Individual fear of change leads to sabotage

Time commitment to new learning

I welcome your comment.

Barbara Berry

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