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Classic: Different cultures challenge authority in different ways | Allon Shevat

Classic:  Different cultures challenge authority in different ways | Allon Shevat | Change Management Resources | Scoop.it

..Do not assume that agreement with what you say is real; do not assume that those who challenge you are against you; and don’t ignore gossip but factor it in in societies where harmony is more valued than “truth”.

Explicit hardball challenging: Gilad (m, Israel) argues with his Israeli boss all the time. ...US based colleagues who have observed Gilad believe that Gilad shows no respect for his boss. However, once a directive is given, Gilad will carry it out to a T, never trying to stand by passively as things go bad.  Gilad and his boss play on the same soccer team and socialize together at the beach.

   

Pragmatic Controlled  Disagreement: Karen (f USA) believes that her American boss has made several critical errors over the last month. Karen i...asks some mildly  “challenging” questions after adding “well, let me play the devil’s advocate”. ...When one of her boss’s directives goes bad, Karen will be remain composed, and not go out of her way to help, allowing things “to take their course”.  Karen needs her boss’s recommendations after she leaves to “further her career”. Karen and her boss socialize only at the Christmas party.

     

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Posts by Deb:
     

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

         

Two Tried & True Change Models – Evergreen for Agile Change 

     

Co-Creation in Theory U: Leading from the Future as it Emerges & the Road to Commitment

     

  • Stay in touch with the monthly Best of the Best news, taken from Deb's  9 multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

           

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  


 

Deb Nystrom, REVELN's insight:

Allon lists four examples in the full post.  It's a good test of your own degree of enthnocentricism to notice if you identify with the biases and blind spots he identifies so well in his posts.    His posts are very helpful for building your global citizenship and for the USA, minimizing the inept, ugly American syndrome abroad.  ~  Deb

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What Work in the Mideast Taught Me About Building Business Relationships

What Work in the Mideast Taught Me About Building Business Relationships | Change Management Resources | Scoop.it

The old stuffed shirt business meeting that just goes on and on and on is the reason no one wants to attend. The new generation of worker is going to force all these mainstays of business to be “rethought.”

I much prefer a more relaxed business environment where everyone is at ease, and, where the mission of the meeting is not lost. Let’s all relax and really talk to each other and get to know each other.  If we successfully handle this right, we will be” partners” in the end.

That is why we build the foundation first. When we do, the business will take care of itself.


There is an old saying that you build the well before you need the water. That especially hold true for business today.

s always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

    

Recent and related posts by Deb:

    

         
      

       

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  


Deb Nystrom, REVELN's insight:

Here's a good piece on taking a global look at the ordering of what matters in business relationships, the people first, and then the results.  So much of this is based on holding on to the industrial age thinking of having it the other way around.  ~  D

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Culture’s Critical Role in Change Management

Culture’s Critical Role in Change Management | Change Management Resources | Scoop.it
A new survey shows that when executives fail to focus on culture, their change initiatives founder.

________________________________


    

...it is easier to act your way into a new way of thinking than it is to think your way into a new way of acting.


  
________________________________


Excerpted:  ....those who work with and within their existing culture to change critical behaviors have more success than those who try to change their culture.

     

Said another way, it is easier to act your way into a new way of thinking than it is to think your way into a new way of acting.


....Overall, change initiatives are only adopted and sustained about half the time, our survey shows. But when companies tap into the energy and emotional commitment that are bound up in their cultures, change initiatives are far more sustainable.

Deb Nystrom, REVELN's insight:

More about Booz Allen's approach to change management within culture is in their report:    2013 Culture and Change:  Why Culture Matters and How it Makes Change Stick.  ~  D


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Dr Pam Hill's curator insight, December 20, 2013 10:15 AM

Culture is also important in school districts and school buildings.  It's essential that leaders understand how to bring about long lasting change through the development of a culture that supports the evolution of learning practices!

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80 Ideas for a Happy Workplace - Learnfizz

The Happy Manifesto sets out a vision of happier workplaces. It is based on what organisations might look like if how they were organised and managed was decided by the people who are managed.


Examples:


Basics 
1. Find a way to delight a customer today
4. Find ways to make working together more fun and sociable


Trust your people

5. Pre-approve: A new approach, a problem to solve – get an individual or group to find a solution and then implement it without checking back with you.
14. Pass the knowledge on to your people, so they don’t need things approved.
15. Have your people write their own job descriptions.
16. Let people choose their own job title (or abolish job titles altogether.)


Make your people feel good

39. Help your people find a real challenge, and support them to achieve it
40. Create a quiet space, where an individual’s presence is trusted, respected and allowed to just be for a while.


Related posts by Deb:



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Top 10 Competencies for Change Leaders - Gail's list

Top 10 Competencies for Change Leaders - Gail's list | Change Management Resources | Scoop.it

"Change leader competencies that also include mindsets. All can be developed."


This is a handy list worth reviewing from colleague Gail Severini. There's more to come, including a top-ten competencies for change agents those who are the focus of the change.  ~  Deb


Excerpts:


Change Leaders' Competencies include:


1.  Determination and discipline - The leader …“Has a profound resolve toward the specific shifts the organization has identified as essential for its future success,...” And, has the personal discipline to ...ake difficult and challenging actions.


2.  Self-Knowledge and mindfulness - ...calm in the midst of high-stress, dynamic change. The ability to concentrate and be attentive to other people and concepts...are intricately connected.


6.  Integrative thinking - Once we accept that transformational change presents enormous ambiguity it becomes obvious that the ability “to hold two conflicting ideas in constructive tension”.


7.  Culture awareness - An understanding of the organization’s current and desired cultures [and] plans for making the shift.


10.  Make meaning - Making the change relevant to every resource who has to make the transition --the  unusual capability to put yourself in someone else’s shoes, to ...help them ...navigate their way through it. 


Read the full post here.

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Leading change can happen with passionate people - Kotter applied

Leading change can happen with passionate people - Kotter applied | Change Management Resources | Scoop.it

Kotter's 8 step process is applied in this case study example, happening now with NetApp.

  

NetApp’s staffer and post writer, Mercedes Adams, a 3rd year Guiding Coalition program manager describes her two year experience as a part of an advisory group, in this case named the guiding coalition team, to help accelerate change leadership. I heard Rob Salmon and John Kotter speak at the ACMP 2012 Global Change conference (described in other posts on this stream) regarding their transformation project in process.

  

Note:  Sometimes this approach creates a parallel organization, which can cause problems, and sometimes it's exactly what an organization needs.  Another approach is a collateral organization (temporary, ever changing ad hoc change groups.)  We'll see how the chips fall as Dr. Kotter's advisory team approach helps NetApp over the next few years.  ~  Deb

  

Excerpts:

  

in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business.

   

_______________________________

  

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

_______________________________

   

In 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation via  Harvard’s Dr. John Kotter and Kotter International.

   

The Guiding Coalition (GC) brings people together from across the company who operate as a team outside the organizational hierarchy. Employees:

   

  • take a break from their normal day jobs
  • creatively solve problems and drive change
  • Include a balance of individual contributors and managers, directors and vice presidents
  • agree to leave their titles behind when participating on the Guiding Coalition
  • knows that they will need to do this work in addition to their day jobs
  • collectively identify and guide key business initiatives to accelerate NetApp’s growth
  • evangelizes their change vision and drive a sense of urgency into the organization
  • serves for a period of one year
   

The first year over 350 passionate and urgent change leaders applied.

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

   

In addition to the members of the Guiding Coalition, hundreds of volunteers, subject matter experts, and change leaders across Field Operations collaborate with the members to drive changes into the culture.

  

NetApp is a rapidly growing company which has thrived through major changes over its 20 year history.

  

The Executive Vice Chairman, Tom Mendoza has a video blog, Tom Talks.

  

Writer Mercedes Adams is the Guiding Coalition Strategic Program Manager at NetApp. She’s been on the Field Operations team for over seven years and advocating change leadership for the last three. Mercedes shares her ideas on a number of topics via Twitter and LinkedIn.

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Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket

Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket | Change Management Resources | Scoop.it

Boston Herald: TEWKSBURY, MA — Arthur T. Demoulas was reinstated as CEO late last night after a two-month standoff over his firing that saw rank-and-file workers walk off their jobs and customers jump to competitors in protest — thanked his workers this morning, hours after his historic purchase of the company.

   

______________

  

“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life.” ~ Arthur T. Demoulas, reinstated CEO, Market Basket

______________

      


"You are simply the best,” Demoulas said …There is very little I can ever add to your brilliant work…and the power of your enduring human spirit over the past six weeks.”

    

Early this morning, a massive fleet of delivery trucks lined up ready to roll and hundreds of ecstatic employees reported to work for the first time in weeks....heralding the return of a boss they said had provided generous pay and benefits and a culture of respect for workers.


“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life,” Demoulas told his workers. “You displayed your unwavering dedication and desire to protect the culture of your company...You have demonstrated that everyone has a purpose....that no one person holds a position of privilege.”

   

The chain employs 25,000 workers in Massachusetts, Maine and New Hampshire.  [It was worth] $4 billion before Arthur T.’s June 18 firing touched off a customer boycott and employee walkouts.  [It] racked up millions in losses and shelves were left empty due to a halted supply chain.

   

Demoulas said he hopes to take less than two weeks getting shelves restocked and stores back to some semblance of normalcy.


Click the title or photo to see the full story.

    

Related posts by Deb:

    

Revelation, Leadership Integrity at All Levels

    

Company Priorities Reveal People Values and Forecast Long Term Profitability

      

6 Steps Beyond Industrial Age Performance Appraisals

    

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

   

  • Stay in touch with the monthly Best of the Best news, taken from Deb's  multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

        

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  
Deb Nystrom, REVELN's insight:

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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Deb Nystrom, REVELN's curator insight, August 28, 2014 12:54 PM

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results

Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results | Change Management Resources | Scoop.it

Harold Jarche features Chee Chin Liew’s presentation on moving from hierarchies to teams at BASF.  It shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration.  


It features an approach to “building flows of information into pertinent, useful and just-in-time knowledge” so that...  knowledge can flow in order to foster trust and credibility.

      

______________________________

    

In complex environments, weak hierarchies and strong networks are the best organizing principle.   ...It means giving up control. 

   

_______________________________
       
Creating this two-way flow of dialogue, practice, expertise, and interest, can be the foundation of a 
wirearchy.

In complex environments, weak hierarchies and strong networks are the best organizing principle.


....many companies today have strong networks...coupled with strong central control. Becoming a wirearchy requires new organizational structures that incorporate communities, networks, and cooperative behaviours. It means giving up control. The job of those in leaderships roles is to help the network make better decisions. 

Related tools & posts by Deb:


See the companion post about Holacracy, here.


  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools
     

      

      

 

Deb Nystrom, REVELN's insight:

Holacracies, wirearchies and simply feedback rich cultures are one of the key ways organizations can adapt to disruptive change.  It will take solid leadership to change the nature of control and power in new millenium organizations, with unconventional larger organizations already committing to it, like Zappos, leading the way.  ~  D

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Helen Teague's curator insight, March 6, 2014 1:46 PM

well worth the reading time.

InflatableCostumes's curator insight, March 7, 2014 7:26 AM

 Manufacturers of Custom Shaped Cold Air Inflatables including Giant Character shapes and  Product Replicas also Rooftop Balloons specializing in custom inflatables for advertising, manufactured in Hyderabad city, India - http://www.inflatablecostumes.com

Deb Nystrom, REVELN's curator insight, August 17, 2014 2:23 PM

I just featured the called out quote above about complexity (over complicated, bureaucratic), and less hierarchy, more communication via networks in my most recent post about letting go of industrial age thinking via the command and control nature of performance appraisals.  

Wirearchy and holacracy (think Zappos) are alternatives that embrace networked learning.  One is arguably a set of principles, the latter is an organization design approach that deemphasizes management.

~  Deb

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Abolishing Myths: 7 Levers to Achieve High-Performance Culture

Abolishing Myths:  7 Levers to Achieve High-Performance Culture | Change Management Resources | Scoop.it

Culture is hot. ...we have observed a markedly increasing emphasis on culture.   Case studies are how to achieve sustaining transformational change via  Boston Consulting Group


______________________

Leaders ...want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond. 

______________________


Leaders trying to reshape their organization’s culture are asking: How can we break down silos and become more collaborative or innovative? Others, struggling to execute strategy, are wondering: How do we reconnect with our customers or adapt more proactively to the new regulatory environment?


Leaders overseeing a major transformation want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond.


Those involved with a postmerger integration grapple with how to align the two cultures with the new operating model—and reap the sought-after synergies.


And those simply seeking operating improvements often ask: How can we become more agile? Accelerate decision making? Embed an obsession for continuous improvement throughout the organization?


Via Vicki Kossoff @ The Learning Factor
Deb Nystrom, REVELN's insight:

The Boston Group full article highlights a path through complexity, featuring, Corference Board style, a list of levers:  1) Leadership, 2) People and Development, 3) Performance Management, 4) Informal Interactions, 5) Organization Design, 6) Resources and Tools, 7) Values (beliefs, ideas, norms.)  


It reminds be very much of the venerable 7S McKinsey model that I've referenced for years that stands the test of time.  ~  D

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Keith Meyer's curator insight, June 12, 2013 6:23 PM

Transformational and Culture change in business have become the focus on how to keep an Organisation on top of it's game.

John Wade: pragmatic support for law firm leaders's curator insight, September 29, 2013 5:23 PM

Some great insights into why some organisations are better able to implement and leverage change better than others.

Harish Maru's curator insight, March 6, 2014 8:17 PM

Culture in an organisation reflects the values of the society. For example in India society is paternalistic. In business context it will result in limiting some person or group's liberty or autonomy for their own good.

 

How an Indian business organisation leverage this value to achieve high performance? It will be futile to go against this social norm.

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Fight the Nine Symptoms of Corporate Decline

Fight the Nine Symptoms of Corporate Decline | Change Management Resources | Scoop.it

How to know if your organizational culture is turning toxic, and what to do about it. 


The good news is that they are all reversible.


Excerpts:


The signs that there is more trouble ahead:


Communication decreases.  Decisions are made in secret. People mistrust official statements.


Criticism and blame increase.  Scapegoats are sacrificed. Self-doubt is masked by attack. External forces are blamed, personal responsibility avoided.


Focus turns inward. People become self-absorbed and lose sight of the wider context — customers, constituencies, markets, or the world.


Rifts widen and inequities grow. Internal rivalries escalate. Power differentials and social distance between groups and levels make collaboration difficult. 

Deb Nystrom, REVELN's insight:

Rosabeth Moss Kanter's post features research from her book, Confidence. It's worth a look, if for nothing else than to better deal with that pervasive "culture eats strategy for lunch" quote. ~ D

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Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples

Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples | Change Management Resources | Scoop.it

"The HBR post cites several case studies illustrating why many transformations fizzle, then two examples for how to turn it around."


The cautionary tales, names removed, are listed first.  Then the positive stories follow.  ~  Deb


Excerpted:


______________________

   

But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.

______________________


A health insurer demonstrates a repeated pattern of 3- to 5-year cycles where it launches a change program, takes awhile for managers to get behind it, and then more time to get it funded. A program gets funded for a year but then everyone loses interest, and it gets defunded and dies.


Recently they're failing faster; the three- to five-year cycle is moving to two to three years. But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.


Just about everyone in the company agrees the culture is dysfunctional:

   

  • Some point to politics - competition between the COO and CFO blocking each other's progress. 
  • The CEO also had a way of questioning and stress-testing people that discouraged risk-taking => a "play it safe" mentality.
  • Executives who want quick wins scope projects to be done in a year. Most change programs there needed multiple years, so by the time a program extends beyond year one, executives move onto a new initiative.


What countermeasures are there to break a tragic change cycle like this?


______________________

   

Adopting improvement methods such as "agile" or "lean" can change the culture so that results and trust are prized over process and contracts.

______________________


Successful efforts at health insurance companies Aetna and Blue Cross Blue Shield of Michigan offer insights:


Organizational realignment — The structure of an organization determines the incentives that drive identity, behavior, and employee understanding of roles and responsibilities and priorities, as well as a sense of ownership and accountability.


Blue Cross Blue Shield of Michigan's tried a more traditional functional management structure but then found it lost customer focus.

  

  • It appointed leaders to run market segments with profit and loss responsibility with the focus of changing the product mix and improve profitability. 
  • By organizing by customer, cross-functional changes became much easier to implement, and there was a dramatic turnaround in business results.
   

Improvement methods — a platform for doing work nimbly and at low cost included:

  

  • Adopting improvement methods such as "agile" or "lean" can change the culture as employees are empowered  so that results and trust are prized over process and contracts. 
  • Tactics such as daily huddles drove immediate wins and helped entrench a culture of empowerment.


Employee engagement — Employees fundamentally want themselves and the company to be successful, so successful change agents listen to their needs and help them transition.


Aetna describes how new CEO John Rowe and the senior team "sought out employees at all levels — those who were well connected, sensitive to the company culture, and widely respected — to get their input on the strategy, design and execution of intended process changes."


Executives at Blue Cross Blue Shield of Michigan went into the field to gather input and communicate their commitment to change. Employees were trained in improvement methods ("Lean"), with every employee going through two sessions in accountability training.


Curator: Enrich your perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing.


Contact Deb Nystrom here for an initial consultation, without obligation.

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Harry Cannon's comment, November 1, 2012 11:30 AM
See article in HBR Jul-Aug 2012 by Katzenback et al.
Deb Nystrom, REVELN's comment, November 3, 2012 8:10 PM
Thanks Harry. I appreciate the link.
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Change Management - Leading and Managing Change in a Multi-polar world

Change Management - Leading and Managing Change in a Multi-polar world | Change Management Resources | Scoop.it
Today's global business environment requires bold new programs to drive high performance along three dimensions: change management, leadership, and culture.

  

This may why Peter Drucker say that there is no such thing as leadership.  

  

Culture trumps leadership and change, which is why multi-polar world  (as well as VUCA world, Volatile, Uncertain, Complex, Ambigious in another post) caught my eye.

  

Excerpts:

  

Managers face major operational challenges in a global environment....

  

Communications and business processes must take place through virtual structures—teleconferences, e-mails, videoconferencing, electronic workflows...

____________________________

  

Companies that are successful in changing globally have programs that are both driven from the center and embedded locally.

____________________________

   

...new ways of working must be explicitly detailed and incorporated into management processes and structures, and in the ways work is moved around, checked and handed off (see "A bold new look for global sourcing,” Outlook, September 2007).

  

From a legal perspective, a crazy quilt of regulatory guidelines must be attended to as well.

  

....Some countries, for example, have restrictions on where an individual’s supervisor must reside. That can be a deal breaker for a company looking to have a team in one country reporting to a manager in another.

  

...Companies that are successful in changing globally have programs that are both driven from the center and embedded locally. Companies that still rely only on local efforts or, on the other hand, try to force change only from the center, are being outperformed.


Via Dr. Susan Bainbridge, Kate Crisp
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