Amy Edmondson talks about simple and practical examples of what psychological safety sounds like in practice - the behaviours that nurture it. She also reinforces that PS is about creating a fearless environment, where team members feel they can speak up with concerns, bad news, or ideas without fear of being shut down, blamed, or humiliated. Conflict exists, but is is managed constructively.
Three things leaders and team members must continue to do:
Frame the challenge. This creates room for questions and concerns, but also for creativity. What you’re really doing is giving permission to experiment, possibly mess up in myriad small ways, and thus to learn. After all, we live in a VUCA world (a military term for variable, uncertain, complex, and ambiguous). There’s always a challenge to frame.
Invite participation. Make it 100 percent clear that all voices are welcome. Be continuously on the lookout for the unspoken concern or idea. It remains a stubborn fact that we don’t know what we don’t know. I’ve seen companies do creative things like developing their own insider-speak, almost a set of cues for speaking up. These can be anything—a catchphrase, a line from a movie. And depending on the context, they can be odd or goofy or profound.
Respond appropriately. Make speaking up a positive experience, even when you don’t like what you've heard. This is incredibly hard sometimes, but absolutely necessary. When you get bad news, you might be angry or disappointed. You may be worried about the project or how the news reflects on you. But in the moment, you must put all that to the side. Thank the messenger enthusiastically, sincerely, and publicly, if appropriate. Then move forward constructively.
Enhanced Wellbeing: Introducing positive work design principles through the SMART model can help improve employee wellbeing, which extends beyond the absence of mental ill health towards a sense of thriving.
Andrew Gerkens's insight:
Many workplace mental health initiatives focus on the individual - massages and yoga....but neglect to consider the role of the workplace itself.
I've been fortunate to be working with the FOW Institute to implement the Thrive at Work framework, a holistic approach to mental health at work. The three pillars of the framework are Mitigate Illness, Prevent Harm and Promote Thriving.
Targeted learning can resolve execution problems and social challenges, and drive strategic change.
Andrew Gerkens's insight:
An interesting article about creating strategic value through learning. The article talks about the idea of 'targeted learning', which to me reflects the idea of diagnosing and evolving the system (culture) in order to build the capacity of the organisation to deliver, adapt and grow.
The example of the bank that responded to a review by making employees do 60 hours of risk training is a classic and it should be no surprise that it did not improve risk related outcomes. The article suggests four actions for CEOs:
Develop a holistic view of strategy execution challenges.
Use targeted learning to intervene in the places that matter most for the CEO’s agenda.
Measure impact through leading metrics linked to execution.
Position the learning function to address strategic problems from the outset.
The COVID pandemic has been a blessing and a curse for digital transformation efforts. It forced the adoption of tools, which everyone is celebrating. It also forced people out of their ruts and…
Andrew Gerkens's insight:
New technology, with the same old thinking won't deliver better outcomes or an improved employee experience. In this valuable article Rachel Happe of The Community Roundtable, reflects on the impact of technology through the pandemic.
Although the article includes recommendations for IT teams, I'm left thinking about it from a culture perspective: - Structural Evolution, through new technologies will only be successful if it is enabled and supported through the evolution of relevant processes, AND - Individual Evolution of mindsets, skills and behaviours (including those of leaders), AND - Social Evolution of operating rhythms, ways of working, ways of communicating and rituals.
It might be easy to blame IT, but I'd encourage People & Culture functions to reflect on the role they have played and the role they need to play if they are to help organisations continue the shift and resist the pull of the culture bungee to return to traditional ways.
Male Champions of Change aim to achieve gender equality and accelerate the advancement of more women into leadership positions. We strive for gender balance – 40:40:20 (40% men, 40% women and 20% open) – at all levels of our organisations. This commitment is grounded in a core belief: to attract, recruit, retain and promote the best candidates, and to reap the diversity dividend, we must tap into the full talent pool. ‘Targets with teeth’ are essential to deliver results. But even with targets we risk missing out on the best candidates unless we understand and remove the biases that may be hidden in the way we recruit and develop talent.
How can Human Resources lead change? Simple approaches informed by systems complexity, community engagement and digital networks help evolve the practice of Human Resources and dramatically increase its positive impact on collective performance. Celine Schillinger, Engagement Leadership expert. 30 y
I love, love, love this article. As a passionate advocate for the potential of HR, I am often disappointed by how unwilling the function is to practice what it preaches. We promotes all the fads and terminology like NWOW, FWOW, Future Work, Collaboration .....etc. but doesn't experiment with and for ourselves. We don't invite or explore different perspectives and we make excuses to justify maintaining the status quo or to convince us that we are serving our customers.
HR must undertake a journey of cultural evolution if we are to build the (adaptive) capacity required to support our organisations to do the same. Failure to do so puts our people and our organisations at risk.
I came across this article at the perfect time Celine. I'm passionate about the opportunity of HR, but have often felt disappointed by the lack of curiosity or willingness to invite or explore different perspectives, experiment or at times, practice what it preaches. Your article has reminded me that I am not alone!
In times of anxiety, depression, fear, and stress, how can companies create the psychological safety that employees need?
Andrew Gerkens's insight:
A wonderful and flexible (quick or deep dive) resource for exploring Psychological Safety.
“Psychological safety means an absence of interpersonal fear. When psychological safety is present, people are able to speak up with work-relevant content.” Amy Edmondson
1. Make it healthy - Promote and de-stigmatise mental health
2. Make it safe (the work of leaders):
- Start by creating space to attain a keener awareness of what is going on within and around you.
- Be bold in exhibiting vulnerability by lowering your guard and confronting what is unfolding.
- Demonstrate empathy to better tap the emotions that others are feeling.
- Act with compassion to make individuals and groups feel genuinely cared for.
How you can use information about WFH during COVID-19 to prepare for a post-pandemic future
Andrew Gerkens's insight:
Work from Home - Applying lessons from the COVID experience to create a future ready workforce
I've recently signed up for this free online resource created by Dr. Richard Claydon that explores flexible and remote working. I'm in the early stages of exploring, but it is chunked nicely and easily digestible, research based and highly relevant.
The simple concept of the 'availability and perception gap' is an important one for HR functions to explore, so they can develop mindsets and policy required to realise the potential.
Reorganization is a powerful lever for boosting company performance, but the results are often disappointing. A smart new approach dramatically increases the likelihood of success.
The Employee Experience Platform market has arrived. Companies can now build easy to use employee applications without changing or modifying their core HR platforms.
Andrew Gerkens's insight:
Instead of the mythical 'one-stop shop' people portal, create the front-end(s) that help people to more easily connect with the network of systems, people and resources available to them in the flow of their daily work.
This is a question always tempting leaders to give an answer. Eager to show that people will benefit, we spend time explaining: good for your development, good for your knowledge, good for you as a professional etc. If people could not figure out for themselves it may be not worth asking them to do anything!
Andrew Gerkens's insight:
Interesting food for thought.Are we patronising and belittling people by crafting key messages that tell people what is in it for them? Could we perhaps use working out loud (iterative approaches) to help people define benefits for themselves and make choices as adults?
In 1997, Netscape was the browser of choice; Motorola StarTAC dominated cell phone popularity; the Apple PowerBook led in innovative laptops; cordless home phones emerged; Sony PlayStation with a 128k memory card was state of the art; Windows 95 was released. And I published the book Human Resource
Andrew Gerkens's insight:
Ulrich provides an update to the original 1997 HR business partnering model. 13 elements an supporting questions can help shape/review the purpose, focus and value created by HR
Every business is deeply intertwined with environmental, social, and governance (ESG) concerns. It makes sense, therefore, that a strong ESG proposition can create value—and this article provides a framework for understanding the five key ways it can do so.
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Siamo stati trovati in Europa, USA, Asia Canada e altri paesi, abbiamo la maggior parte dei nostri risultati e continuiamo a farlo. Per motivi di sicurezza effettuiamo spedizioni discrete e imballaggi nascosti in modo che i nostri clienti non abbiano problemi con la legge
Nessun’altra posizione unica può confrontare il nostro livello di comprensione, azzeccato, eccezionale, di qualità eccezionale, di prima qualità. Abbiamo a che fare con problemi di poter riconsiderare e decidere, niente di meglio, niente di buono per questo motivo, per questo motivo, a questo proposito, questo è abbastanza importante.
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Dion Hinchcliffe - tech strategist and thought-leader shares key lessons for any CIO that has had to manage the massive shift to remote work.
Andrew Gerkens's insight:
New technology, with the same old thinking won't deliver better outcomes or an improved employee experience. In this valuable article Dion Hinchcliffe, reflects on the impact of technology through the pandemic.
Although the article is written from the CIO perspective, I'm left thinking about it in terms of the evolution of culture: - Structural Evolution, through new technologies will only be successful if it is enabled and supported through the evolution of relevant processes, AND - Individual Evolution of mindsets, skills and behaviours (including those of leaders), AND - Social Evolution of operating rhythms, ways of working, ways of communicating and rituals.
It might be easy to blame IT, but I'd encourage People & Culture functions to reflect on the role they have played and the role they need to play if they are to help organisations continue the shift and resist the pull of the culture bungee to return to traditional ways.
Acquista cocaina in linea Siamo un negozio di droga affidabile e discreto che esamina la fornitura di farmaci stimolanti e antidolorifici elencati come segue, metanfetamina (metamfetamina), cocaina pura, cocaina colombiana, cocaina crack, eroina, polvere di Mdma, anfetamine, percocesi, percosi. Xanax, Molly, Adderall, Oxycontin, Hydrocodone, Oxycodone e molti altri.
Abbiamo visto una crescita molto coraggiosa in pochissime volte. Siamo stati trattati per un intero decennio in tutto il mondo da clienti che hanno detto bene sulla qualità delle cose che facciamo spesso, insieme alla nostra garanzia al 100% su tutte le nostre consegne
Siamo stati trovati in Europa, USA, Asia Canada e altri paesi, abbiamo la maggior parte dei nostri risultati e continuiamo a farlo. Per motivi di sicurezza effettuiamo spedizioni discrete e imballaggi nascosti in modo che i nostri clienti non abbiano problemi con la legge
Nessun’altra posizione unica può confrontare il nostro livello di comprensione, azzeccato, eccezionale, di qualità eccezionale, di prima qualità. Abbiamo a che fare con problemi di poter riconsiderare e decidere, niente di meglio, niente di buono per questo motivo, per questo motivo, a questo proposito, questo è abbastanza importante.
Acquista cocaina in linea La cocaina è estratta dalle foglie di coca, la cocaina è stata originariamente sviluppata come antidolorifico. Viene più spesso annusato, con la polvere assorbita nel flusso sanguigno attraverso i tessuti nasali. La cocaina è un forte stimolante del sistema nervoso centrale che aumenta i livelli del neurotrasmettitore dopamina nei circuiti cerebrali che regolano il piacere e il movimento. Come droga ricreativa, la cocaina è conosciuta come polvere, neve, sci, soft, blow, pendii, coca, polvere da marcia, benzoilmetilecgonina e caramelle per il naso. Si trova normalmente come una polvere bianca, cristallina o come una sostanza biancastra e grossolana. Sotto forma di polvere, di solito è costituito da cocaina cloridrato diluito con altre sostanze, come lidocaina, un anestetico locale, zuccheri (lattosio), inositolo, e mannitolo. Diluire la cocaina consente al venditore di ottenere maggiori profitti “allungando” la quantità di cocaina pura che deve vendere. Acquista eroina in linea L’eroina, nota anche come diacetilmorfina e diamorfina tra gli altri nomi, è un oppioide usato come droga ricreativa per i suoi effetti euforici. La diamorfina di grado medico viene utilizzata come sale cloridrato puro che si distingue dall’eroina di catrame nero, una miscela variabile di derivati della morfina, prevalentemente 6-MAM (6-monoacetilmorfina), che è il risultato della grezza acetilazione durante la produzione clandestina di eroina di strada. La diamorfina è utilizzata in medicina in diversi paesi per alleviare il dolore, ad esempio durante il parto o un infarto, nonché nella terapia sostitutiva con oppioidi. Viene in genere iniettato, di solito in una vena, ma può anche essere fumato, sniffato o inalato. In un contesto clinico la via di somministrazione è più comunemente l’iniezione endovenosa; può essere somministrato anche per iniezione intramuscolare o sottocutanea, nonché per via orale sotto forma di compresse. L’insorgenza degli effetti è generalmente rapida e dura alcune ore. SFOGLIA IL NEGOZIO
Sfoglia la nostra linea di prodotti farmaci antidolorifici, ADHD, sonniferi e altro! Quindi aggiungi semplicemente i prodotti al tuo carrello. Acquista farmaci online senza ricetta.
CARRELLO E CHECKOUT
Fai clic su aggiungi al carrello e, successivamente, procedi al checkout di qualsiasi prodotto che hai deciso di acquistare. Inserisci nome, email, indirizzo, telefono, città, stato, nazione e poi seleziona il tuo metodo di pagamento a lato e infine clicca per completare l’ordine. Riceveremo automaticamente il tuo ordine e tutti i dettagli.
PAGAMENTO E CONSEGNA
Paga il tuo ordine tramite il metodo di pagamento selezionato. Una volta che emoboreremo il pagamento, spediremo il tuo ordine. La spedizione della farmacia Oxycodone è sicura, discreta e, soprattutto, ci vogliono 2-5 giorni in altri continenti e 1 giorno in Italia viene immediatamente confermato il pagamento.
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Amy Edmondson talks about simple and practical examples of what psychological safety sounds like in practice - the behaviours that nurture it. She also reinforces that PS is about creating a fearless environment, where team members feel they can speak up with concerns, bad news, or ideas without fear of being shut down, blamed, or humiliated. Conflict exists, but is is managed constructively.
Three things leaders and team members must continue to do:
Frame the challenge. This creates room for questions and concerns, but also for creativity. What you’re really doing is giving permission to experiment, possibly mess up in myriad small ways, and thus to learn. After all, we live in a VUCA world (a military term for variable, uncertain, complex, and ambiguous). There’s always a challenge to frame.
Invite participation. Make it 100 percent clear that all voices are welcome. Be continuously on the lookout for the unspoken concern or idea. It remains a stubborn fact that we don’t know what we don’t know. I’ve seen companies do creative things like developing their own insider-speak, almost a set of cues for speaking up. These can be anything—a catchphrase, a line from a movie. And depending on the context, they can be odd or goofy or profound.
Respond appropriately. Make speaking up a positive experience, even when you don’t like what you've heard. This is incredibly hard sometimes, but absolutely necessary. When you get bad news, you might be angry or disappointed. You may be worried about the project or how the news reflects on you. But in the moment, you must put all that to the side. Thank the messenger enthusiastically, sincerely, and publicly, if appropriate. Then move forward constructively.
The world today is undergoing massive upheavals and change — ecological, social, political, technological, demographic, and more. Organizations are not immune from the impact of these interconnected…
Andrew Gerkens's insight:
Re-scooping this under HR Capability/Role. I think it is critical that HR develop Cultural Evolution as a capability, so it can guide, support and enable the organisation to evolve. Building its own adaptive capacity is one of the biggest challenges and opportunities for HR. It is a difficult path, but one that offers significant returns, rewards and of course, growth.
The organisation as a living system and the adaptive capacity required of leaders to facilitate (guide, support, enable) cultural evolution, so organisations are equipped to deliver, adapt and grow. Where do these concepts sit within you HR strategy? How are you evolving HR to build the capabilities to support cultural evolution in your organisation? A challenging article to help us consider how we can add real value to our organisations and the world.
The Adaptive Cultures framework, practitioner program and community have and continue to be an important part of guiding and supporting me to build my adaptive capacity and facilitation skills - https://lnkd.in/gtpU7ps
Read our interview with Andrew Gerkens, Capability and Effectiveness Manager at Visy as he reveals how the toolkit helped to offer responsive support to business needs during the COVID pandemic.
Andrew Gerkens's insight:
This brief written case study explores how a performance support philosophy was used to implement the Mind Tools resource in my previous role/organisation.
You can also view a 30 minute recorded presentation of the case study from the 2020 HR Tech Fest here.
The role of the resource in supporting business performance AND the language used to position Mind Tools have been critical. Instead of learners and learning, the focus was on workers and working. We referred to Mind Tools as a 'toolkit' to reinforce the idea of helping people perform their role/tasks, respond to challenges they face and continuously develop.
The initial focus was to integrate selected Mind Tools content within the company intranet and in support of key business processes. This performance support approach was about helping people refresh, prepare, perform and respond in the context of their work and at the point of need. The approach was also aligned to key business priorities and processes,, so the purpose of the resource and the value it was creating were clearly defined. I think this has much greater impact than trying to sell a huge library of 'self-directed learning', which sounds nice, but is vague and leads to questions about activity/usage...
I hope you find the case study useful. You might use it to trigger a discussion with your HR/L&D team. For example:
What language do we use and does it help or hinder? Are we creating learning or performance solutions? What is the difference? What mindsets, capabilities and guiding principles might we develop to maximise our impact (i.e. performance consulting)?
Are we creating and maintaining content or curating it? How much time do we spend working on content for general capabilities versus business specific/critical capabilities? How might a resource like Mind Tools help to shift this balance? How could we engage L&D, HRBPs and other specialists (i.e. Change Managers, Project Managers) to utilise MindTools resources as part of their role in enabling and developing others?
People seem to fall into a hole when writing personas, even when they’re doing it based on research: they use demographics to divide between segments and to represent thinking styles. This is a…
Andrew Gerkens's insight:
Personas can be a useful tool within solution design. This articles explores challenges and ideas for removing bias.
These fundamental guidelines, drawn from experience, can help you reshape your organization to fit your business strategy.
Andrew Gerkens's insight:
'Although every company is different, and there is no set formula for determining the appropriate design for your organization, we have identified 10 guiding principles that apply to every company. These fundamental principles point the way for leaders whose strategies require a different kind of organization than the one they have today'.
This manifesto tries to fix a hole in the system that we have come to accept over time: the fact that 70% of the changes fails. Let’s get out of the analysis paralysis and focus on what we leave behind at the end of a project. The thing that teaches people how to fish so they can eat forever. The new Organizational Change Management is called Social Architecture.
In 2019, an intensifying combination of economic, social, and political issues is forcing HR and business leaders to learn to lead the social enterprise—and reinvent their organizations around a human focus.
Andrew Gerkens's insight:
Learning is the top-rated challenge among 2019’s Global Human Capital Trends. People now rate the “opportunity to learn” as among their top reasons for taking a job, and business leaders know that changes in technology, longevity, work practices, and business models have created a tremendous demand for continuous, lifelong development. Leading organizations are taking steps to deliver learning to their people in a more personal way, integrating work and learning more tightly with each other, extending ownership for learning beyond the HR organization, and looking for ways to bring solutions we use in our daily lives into the learning environment at work.
Crowdsourced by Michelle Ockers at Learning Technologies UK 2019 (#LT19UK) as an activity to supplement her presentation on The L&D Profession. Some very specialised resources added by 'the crowd' have been deleted. Others have been shifted to the 'Specific Topics' column on far right of this board. NOTE - I do review and tidy up the Board monthly, including spot checks on resources that have been added. However, do not take inclusion of a resource on this board as a personal endorsement from me. If you have a concern or comment about a resource please email me at michelle@michelleockers.com
Andrew Gerkens's insight:
A selection of resources crowdsourced by Michelle Ockers to support the development of L&D practitioners.
It is also a great example of how simple tools like Padlet can be used to quickly and easily create/curate a set of resources linked to a particular capability. You could also create 70:20:10 roadmaps using this approach.
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Amy Edmondson talks about simple and practical examples of what psychological safety sounds like in practice - the behaviours that nurture it. She also reinforces that PS is about creating a fearless environment, where team members feel they can speak up with concerns, bad news, or ideas without fear of being shut down, blamed, or humiliated. Conflict exists, but is is managed constructively.
Three things leaders and team members must continue to do: