Implementing your strategy - Quicker
"I can’t possibly ask my boss that!”
In the last newsletter we took a look at a situation where the culture of an organisation discouraged learning, criticism and questioning. We explored examples where people are discouraged from asking questions about what is happening in the organisation.
In a way, these people are like those in the television advert where they take off their heads before they go to work, only to put them on again when they get home: A dreadful situation, I am sure you will agree.
We asked the question, “What causes these people to stop asking questions?”
There is an interesting dynamic here: An unproductive, defensive routine. It says, “To protect myself, I will not ask questions or question what is going on.” And, “To protect myself, I will discourage questioning and explanation of my reasoning.”
Now, this can occur for a number of reasons, but three situations that encourage this are where management teams:
So, what happens is that dictates come down from above as “gospel” and no-one has the right or opportunity to question them, (or feels they have the right).
Now contrast this with a situation where managers seek to:
Also a really important distinction is where there is protection of people, as a whole group, yet being open to criticism. This is not just the “constructive criticism” approach, but where people accept that they do not, necessarily, have all the answers. People can voice opinions and be heard. Most importantly when such questions are asked it is not a win/lose situation. The questions are treated as win/win: The more they are asked, the better we will all be.
Another useful characteristic is where mangers are actively creating situations where they openly illustrate how they reached their evaluations or conclusions. They will explicitly design situations to encourage questioning and testing by others.
Just ask yourself where you would prefer to work. An organisation that discouraged you questioning and understanding what was required, why and just told you how? Or an organisation that encouraged you to use your brain, ask questions, understand the situation and try and improve it?
But here is the big dilemma.
Lets go back to the organisation where that lady was extremely reluctant to ask her boss those “tough” questions (questions she needed to ask to do her job properly and help her boss). If we had gone to any member of the management team and asked them whether they encouraged questioning, you would get the answer, “Of course we want our people to think, ask questions and try and make things better?”
So, what they say they want, and what they have encouraged, the climate they have created, are two completely different things: Ones that needed tackling and exposing.
Interesting isn’t it?
More soon,
Phil Jones
Excitant Ltd
www.excitant.co.uk
"I can’t possibly ask my boss that!”
Do you encourage or discourage a learning and critical culture? 2
In the last newsletter we took a look at a situation where the culture of an organisation discouraged learning, criticism and questioning. We explored examples where people are discouraged from asking questions about what is happening in the organisation.In a way, these people are like those in the television advert where they take off their heads before they go to work, only to put them on again when they get home: A dreadful situation, I am sure you will agree.
We asked the question, “What causes these people to stop asking questions?”
There is an interesting dynamic here: An unproductive, defensive routine. It says, “To protect myself, I will not ask questions or question what is going on.” And, “To protect myself, I will discourage questioning and explanation of my reasoning.”
Now, this can occur for a number of reasons, but three situations that encourage this are where management teams:
- Define goals unilaterally and seek to achieve them, unilaterally.
- Maximise winning and minimise losing.
- Minimise expressing or generating negative feelings.
- Design, manage, and plan unilaterally, without consultation or involvement (“We must be right, so just get on with it”)
- Own and control the task (“so, just do as you are told”).
- Unilaterally protect self and others (discourage criticism and avoid loss of face or being wrong).
So, what happens is that dictates come down from above as “gospel” and no-one has the right or opportunity to question them, (or feels they have the right).
Now contrast this with a situation where managers seek to:
- Encourage participation, explanation and involvement.
- Maximise valid information. Make sure as much information is available as possible.
- Have free and informed choice for all concerned.
- Have high internal commitment to the choice and constant monitoring of its implementation.
Also a really important distinction is where there is protection of people, as a whole group, yet being open to criticism. This is not just the “constructive criticism” approach, but where people accept that they do not, necessarily, have all the answers. People can voice opinions and be heard. Most importantly when such questions are asked it is not a win/lose situation. The questions are treated as win/win: The more they are asked, the better we will all be.
Another useful characteristic is where mangers are actively creating situations where they openly illustrate how they reached their evaluations or conclusions. They will explicitly design situations to encourage questioning and testing by others.
Just ask yourself where you would prefer to work. An organisation that discouraged you questioning and understanding what was required, why and just told you how? Or an organisation that encouraged you to use your brain, ask questions, understand the situation and try and improve it?
But here is the big dilemma.
Lets go back to the organisation where that lady was extremely reluctant to ask her boss those “tough” questions (questions she needed to ask to do her job properly and help her boss). If we had gone to any member of the management team and asked them whether they encouraged questioning, you would get the answer, “Of course we want our people to think, ask questions and try and make things better?”
So, what they say they want, and what they have encouraged, the climate they have created, are two completely different things: Ones that needed tackling and exposing.
Interesting isn’t it?
More soon,
Phil Jones
Excitant Ltd
www.excitant.co.uk
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