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IITD Talk March 2016 LT3 Version

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IF YOU BUILD IT THEY WILL COME: ORGANIZATION DEVELOPMENT AS CONSTRUCTION WORK IITD, MARCH 2016 DR RICHARD COTTER © Richard J Cotter, 2016. Please do not use without author’s permission.
Transcript
Page 1: IITD Talk March 2016 LT3 Version

IF YOU BUILD IT THEY WILL COME: ORGANIZATION DEVELOPMENT AS CONSTRUCTION WORK

IITD, MARCH 2016

DR RICHARD COTTER

© Richard J Cotter, 2016. Please do not use without author’s permission.

Page 2: IITD Talk March 2016 LT3 Version

WHAT I’M GOING TO COVER

What do I mean by organization development as ‘construction work’? What could this mean for HRD-in-practice, i.e. professionals like you and the places where you

work? How does it actually operate in a real workplace context? What are the advantages of such an approach? What are the challenges and how can they be mitigated, or maybe even solved? Q&A dialogue A comprehensive list of references is provided for those who wish to do follow-up reading (text in

red denotes a reference will be verbalized/provided in the endnotes)

Page 3: IITD Talk March 2016 LT3 Version

HOW I’M GOING TO COVER IT

I’m going to be honest, treat you as ‘fellow travelers’ and see how that goes

There will be a focus on action; on how this stuff actually happens. But I can’t tell you what to do, so think about your work as I go through this material

But a focus on action comes with a necessary focus on ideas: ideas are inescapable, even for those who proudly proclaim a bias for action

What is less obvious, and less often discussed, is how theory and practice are not separated but intertwined: knowing-doing gaps can be dissolved by ‘praxis’ (understanding and enacting your roles reflexively; being reflective practitioners)

Where such gaps are not related to a lack of sufficient awareness, they may be overcome by acting politically so we will discuss this too

The above has implications for how HRD professionals view and interact with so-called experts – whether gurus, consultants, academics or others - and I will come to this later

Page 4: IITD Talk March 2016 LT3 Version

SOME CAVEATS BEFORE BEGINNING

I’ve tried to express myself clearly and nothing I say is especially difficult to understand. You’re an experienced and educated group, so I've dumbed nothing down; much of what I say assumes a good level of pre-existing knowledge – we are going to swim deep, no paddling

In fact, things like dumbing down, and ‘who knewism?’ along with the perennial proliferation of conceptual fads and fashions are problems which, I claim, hold back HRD from realizing its full potential, so its important to point this out from the start

As you can see by now this is not a regular presentation slide deck. Its very wordy and is intended as a text to help you follow the talk and to read and study afterwards, if you so wish

Lets begin...

Page 5: IITD Talk March 2016 LT3 Version

WHY DO I CALL OD ‘CONSTRUCTION WORK’?

To start, it helps if you understand your organization, your workplace, as a social system; a polis; a town; a village; maybe even a city

But where you work is more than a bricks and mortar site; its more than a physical place, even though these are important and affect what I am going to talk about. What makes them more than this?

People, of course: organizations as social systems are moral economies which have a human architecture made up of relational structures – workplace mechanisms, processes, spaces, which enable/encourage/make people do certain things together and conversely, disable/discourage/ make them not do certain things together

Notice the focus on doing; by doing I mean acting and speaking

Page 6: IITD Talk March 2016 LT3 Version

WHY DO I CALL OD ‘CONSTRUCTION WORK’? CONT.

The doing of these things, via and within these structures, over time, combines to create the living culture which then ‘acts’ in turn on the system reinforcing certain ways of being and prohibiting, or at best marginalizing, others.

Note that if you accept that this is what culture derives from, then it proves something which practitioners know by long and typically costly experience: culture cannot be ‘changed’ by training people or merely communicating to them

because training infamously does not necessarily transfer and communications inevitably fade. Is this why culture change is often more talked about than accomplished: two necessary but insufficient construction tools (training and

communication) are brought to bear on what is a large scale job requiring much more?

We’ll come back to this. For now, the point is that like material structures (metaphorically, I mean), and provided there is a reason to do things differently which a starting coalition of enough of the right people agree to try out, then all of these relational versions too can be broken, reassembled, torn down, re-decorated, extended, and so on, and this is how sustainable change is constructed: it is relationally architected, it is relationally built, and then it is relationally maintained

OD, then, can be productively called and treated in practice as construction work but it is social construction and we build with a very special, sometimes difficult, and always complex kind of human material; moreover, tat tvam asi – the builders are made of what they build with. You yourself are an intrinsic and embedded part of the construction work, the finished product, and its ongoing re-creation

Page 7: IITD Talk March 2016 LT3 Version

WHAT DOES IT MEAN FOR OD IN PRACTICE?

I’m going to pick out just five elements. They are not the only ones but they are major ones See yourself as working in and with Systems Adopt a deeper understanding of Language and how the way you talk can change the way you work.

Language is a construction tool with a dual function, the most important of which is to help with (social) reality authorship

Think about Space: where you do things and how you do them there is important and can help/hinder intended outcomes

See organizational Power/Politics non-reductively in order to get the most from political environments Consider Measurement, not one-dimensionally and especially not as an end it itself, but instead as part of

a bigger idea/set of processes which, where I work, we call minding Lets look at each of these elements in action using a practical real life example…

Page 8: IITD Talk March 2016 LT3 Version

ABOUT THE EXAMPLE

The need - Adapt people performance management practices so in time, management culture will have evolved to better suit the times we’re in and the times to come (i.e. the Fourth Industrial Revolution?)

Note the sequence: you need not, in fact it may be a mistake to, set out to change culture (per se); instead, set out more modestly to understand how managers actually do people management currently, then be

clear on what needs to stop/start/continue, and why; then work on the ‘doing’ part. This can be started and even achieved without ‘hearts and minds’, even if these make the job easier. These may either catch up in due course - Leavitt’s principle - or maybe never. But if they don’t it will not necessarily affect the practice

performance which even though ‘playacted’, so to speak, is not a lie, or unethically inauthentic

The response - Design and implement a holistic people management model – 1Management - with three interrelated parts – paradigm, performance conversations, workforce analytics (these are all relational mechanisms, the first is self-to-self, the second and third, primarily self-with-others)

The model is designed to change how managers act in their roles so certain performance results will ensue for the good of all involved; these results can then be associated with various business results, demonstrating the value of the contribution of human drivers to commercial metrics. It is a also a gateway good leading, potentially, to other positive outcomes (higher engagement‘; better targeted training; career support; better talent decisions, etc.)

Page 9: IITD Talk March 2016 LT3 Version

ABOUT THE EXAMPLE, CONT.

What does it mean? Brass tacks… What the model does: Regular two-way conversations between managers and the members of their teams about the work they do together, backed by relevant and pre-agreed upon performance metrics and means of gathering and evaluating these. How is it set up? 20 week experiment with an internal OD consultant who continues, along with other HR colleagues, to mind the structure once experimentation ends (and has been passed), to ensure it ‘sets’ and then sustains into the future Using this example, lets apply my OD as construction work metaphor’s five elements in order to make them come to life…

Page 10: IITD Talk March 2016 LT3 Version

THE APPROACH APPLIED TO THE EXAMPLE

Element 1: Systems What does this actually mean in practice? A focus on managing – the phenomenon; the process – rather than managers alone, which has many practical

implications, e.g., everyone in the system gets management training The two main systems are the overall system of performance and the management system which sits, or is

nested within this The whole is greater than the sum of its parts and the system of performance is primary This means you work with a paradigm of performance as social and interdependent and everything, including

objective managerial authority, is geared towards the achievement of optimal work performance Within the management system, reciprocation ensures two-way performance conversations also occur between

these roles in the overall system

Page 11: IITD Talk March 2016 LT3 Version

THE APPROACH APPLIED TO THE EXAMPLE

Element 2: Language What does this actually mean in practice?

What you call things, and how you talk about them is critical because language has a dual function: describe the world as it is, help create the (social) world you wish to make

The words we use are tools which affect how we think and act – this is why language deserves serious consideration

Note: it is also why reading, writing and reflection/dialogue with others remains so important – e.g. increasing your vocabulary gives you new tools which may lead to new ideas and spur you to new, previously unconsidered, actions; yet all of these things are under threat today. They need not be

Page 12: IITD Talk March 2016 LT3 Version

THE APPROACH APPLIED TO THE EXAMPLE

Element 2: Language cont. What does this actually mean in practice?

In the case under discussion, the importance of language is recognized in the following examples:

Performance is not scored or rated, but evaluated

Performance is measured but overall it is minded (more on this below)

The focus is not on managers but managing

Performance is spoken of and treated as being social rather than individual alone

None of this is purely semantic but it reflected on how things are designed to be actually done

When words are unhinged from the actions they are meant to signal/perform, they lose their meaning and become plastic (e.g. Leadership?)

Page 13: IITD Talk March 2016 LT3 Version

THE APPROACH APPLIED TO THE EXAMPLE

Element 3: Space What does this actually mean in practice?

Spaces are functional; they can be specifically designed to do certain work

With change programmes its often important that they are public spaces of appearance where commitments can be made and heard by others; commitments which can then be remembered and replayed in future spaces

Facilitated in this way spaces (as regular processes given certain pre-defined meanings in terms of the change sought) become allies of change agents and can lessen the potential for political chicanery

Examples:

A senior management change review space can give you powerful leverage in terms of unblocking resistance

Performance conversations can be designed as relational two-way spaces which encourage the proper use of managerial authority and deter one-way, or more overly hierarchical forms of manager-to-employee relations from dominating

Page 14: IITD Talk March 2016 LT3 Version

THE APPROACH APPLIED TO THE EXAMPLE

Element 4: Power/Politics What does this actually mean in practice?

A feature of any human system but it is hard to talk about them meaningfully without specific context

Typically seen in negative or reductive terms – as dirty words - but this is too one-sided; power and political relations can be forces for good during change interventions

Act politically and see power as not something which individuals possess, but which they do together with others

You are not being political by keeping your head down and out of trouble. When you act politically you are taking risks, but they are smart ones – don’t be naïve

When you are ‘in power’ with others in a performance relation, rather than in charge of them, this tends to be more productive. But remember, others need to row in or you will forced back to authority; but this can be a last resort and it is always potentially changeable

Page 15: IITD Talk March 2016 LT3 Version

THE APPROACH APPLIED TO THE EXAMPLE

Element 5: Measurement What does this actually mean in practice?

Broaden your conception of measurement – not just quantitative; not necessarily predominantly quantitative

Use many ways and means to collect data and involve stakeholders in its analysis

Above all, link data sets across topics to connect parts of the whole and see the systemic picture of things

Subjective measurement is still often seen as taboo, but it is important and in many cases it should be encouraged (with relational safeguards in place – e.g. manager observations tempered by invitation to feedback in a two-way performance conversation; facilitated public reflection to calibrate decisions which rely to some extent on opinions – e.g. talent pool identification)

Overall, think of measurement as a minding process – we measure things because we care about them and want them to sustain/improve, etc. This adds an ethical (and so more productive) dimension to measurement which helps negate the cynicism some have around the topic (‘cottage industry’; ‘big brother’ etc.)

Page 16: IITD Talk March 2016 LT3 Version

ADVANTAGES OF THE ‘OD AS CONSTRUCTION’ APPROACH

It works somewhere, and the approach and framework overall can be generalized (carefully) into other contexts It has the potential to change how the business perceives and values HR It puts training and communications in their proper place allowing these supporting – as opposed to driving -

aspects of change not to be overburdened with change expectations HR teams learn and develop experientially as they operate this approach Allows you to use external partners more discriminately and helps avoid risk of consultant-led change Financial cost is minimal Learning transfer problems are significantly lessened, if not in many cases dissolved Managers get powerful development through workplace experiential learning You will generate enormous amounts of new, valuable human capital analytics which can be profitably connected to

other business metrics – this puts HR in a strong business position and helps secure and future-proof the function

Page 17: IITD Talk March 2016 LT3 Version

CHALLENGES OF THE ‘OD AS CONSTRUCTION’ APPROACH

Time it takes – there are no shortcuts to changing things properly Risks involved (requires committed HR leadership) The effort it demands. Its rewarding but hard and challenging work The development it demands: are long-serving HR professionals willing to lifelong learn in order

to adapt practice habits? Is HR today fit for this kind of approach? This warrants special attention…

Page 18: IITD Talk March 2016 LT3 Version

POTENTIAL BARRIERS TO HR TRANSITIONING TO OD GENERALLY

Despite what seems to be an indisputable need for change - e.g. Do we need HR? - there may not be any actual (as opposed to rhetorical) inclination to do so

Where the inclination does exist, the capability may not exist to match and operationalize it (I include here the capability of taking what one may rightly perceive as a political risk, safely and effectively)

Have expert-dependencies stymied HR’s development and held them back from internal adaptation? By expert-dependencies I refer to what I observe to be an intellectually and practically paralyzing fetish for

at least three interconnected and mutually reinforcing phenomena: Self-styled ‘gurus’ and guru formats, whether academic or otherwise The way a handful of high profile companies do HR A skewed and perhaps over-awed regard for anything labelled ‘scientific’….

Page 19: IITD Talk March 2016 LT3 Version

Just because something is stamped with the word ‘science’, doesn’t mean its practical gospel. It should be worthy of your critical respect

Remember, science is not a monolith. Pluralism reigns; at least it does across factions/schools of thought With enough systematicity, local knowledge and practices can be scientific too – I call this ‘contextpertise’ This topic raises another false dichotomy which I think – along with the theory/practice one - should be retired;

namely, the rigor/relevance dichotomy When it comes to complex phenomena, any dichotomy is typically unhelpful The key point is, trust and lean on your own local knowledge more and do more with it to make change happen

in your organizations. This can help to wean HR off any expert-dependencies, leaving intact what value such actors / formats can and sometimes do provide

One way to do this, is to see and enact OD as construction work

THE SCIENCE OF THIS, THAT AND THE OTHER…

Page 20: IITD Talk March 2016 LT3 Version

CHALLENGES OF THE ‘OD AS CONSTRUCTION’ APPROACH

Q&A Dialogue

Page 21: IITD Talk March 2016 LT3 Version

ENDNOTES

Bias for action – this term is taken from Tom Peters and Robert H. Waterman Jr’s (subsequently controversial)

book ‘In Search of Excellence’ Knowing-doing gap – this is Jeffrey Pffefer’s notion and it can be found, among other places, in his book of the

same title, written with Robert Sutton Reflective practitioner- see the book by Donald Schon Acting politically – this is the title of a chapter in a book by Heifitz et. al, called Adaptive Leadership Dumbing down – see the book of the same title, edited by Ivo Mosley Who knewism – see http://www.theguardian.com/books/2012/jan/18/willpower-roy-baumeister-john-tierney-

review for a book review by Will Self which will explain what I mean here Fads and fashions – see the book ‘Fad-surfing in the Boardroom’ by former McKinsey consultant Eileen C

Shapiro; for a deeper treatment see the book ‘Management Fads and Fashions’ by Brad Jackson

Page 22: IITD Talk March 2016 LT3 Version

ENDNOTES

Social system– see the book ‘ The Systems View of Life’ by Capra and Luisi A polis – Aristotle’s phrase for a political community which aims at the highest good for those who constitute and take part

in it; see his book ‘Politics’ These are important – see Gastelaars chapter in Yanow and van Marrewijk’s book ‘Organizational Spaces’ Moral economies – see the paper by Andrew Sayer titled ‘Moral Economic Regulation in Organizations: A University

Example’, published in the journal ‘Organization’ Acting and speaking – see Hannah Arendt’s theory of action in her classic work ‘The Human Condition’ Living culture – this refers to the actually-existing-culture of an organization, which may or may not cohere with, and

certainly overrides, any formal, written culture statements, competency frameworks, employee marketing materials, and the like; it is the culture as insiders know it – see the following story for a good, if negative, example of this idea http://www.irishtimes.com/business/financial-services/drugs-strippers-and-toxic-culture-australian-bank-sued-for-30m-1.2578787

Ways of being – see the article ’Relational Leadership’ by Cunliffe and Eriksen, published in the journal ’Human Relations’

Page 23: IITD Talk March 2016 LT3 Version

ENDNOTES

Social construction – see the book by Kenneth J. Gergen

Tat Tvam Asi – it translates as ‘You are that’ and is a central tenet of Advaita Hinduism; see The Upanisads, Penguin Classics

How the way you talk can change the way you work – book of the same title by Kegan and Lahey; for a much deeper treatment of the “constitutive” power of language, see Charles Taylor’s recently published ’The Language Animal’

Reality authorship – concept taken from the article ‘Managers as practical authors’ by Ann Cunliffe

Fourth Industrial Revolution – book of same title by Klaus Schwab, Chairman of the World Economic Forum

Leavitt’s principle – which is that ‘people don’t only do what they believe, they believe what they do’ – see his book ‘Top Down’ for more on this

Playacted – I use this phrase in the general spirit of Herminia Ibarra’s book ‘Act like a leader’

Relational mechanisms - see Freeney and Fellenz’s Human Relations article ‘Work engagement, job design, etc.’

All of these things are under threat today – see the late Tony Judt’s book ‘Ill fares the land’

Page 24: IITD Talk March 2016 LT3 Version

ENDNOTES

Plastic – see the book ‘Plastic words’ by Uwe Poerksen

Public spaces of appearance – see the aforementioned book by Hannah Arendt; also see my own Arendt-influenced article on ‘Reflexive spaces of appearance’ published in the journal Human Resources Development International

As dirty words – see Pffefer’s book ‘Power in organizations’

Not something which individuals possess, but which they do together with others – again, see Arendt ‘The Human Condition’

Do we need HR? – see the recent book of the same title, by Paul Sparrow et al.

Systematicity – see the book with the same title, by philosopher of science Paul Hoyningen-Huene

Local knowledge – see the book by Clifford Geertz


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