The purpose of culture (every culture) is to teach people how to see "the world. More specifically, organizational culture is created, has announced enhanced and updated by the mighty sea Do not Get ®-process in which managers and employees" teaching "as they look around, other people, and the world around them. For example, a customer (Curt) goes into a shop and a new sales person (Sarah) and his manager (Jeff), are controlled at the box officeorder. Jeff comments on Sarah softly, "he always gives us a difficult time", so ignore it and try to avoid conflicts. Curt reads this message in their emotional behavior and actually feels ignored. After standing around for a few minutes, Brandy Curt critics: "Hey, Miss! I need help here!" Jeff and Sarah thinks she sees,
See - it was said that he would give me a hard time!
The Saint-Do-Get Process ® is a way to describe how our knowledge and beliefare influenced by how we look around us, others and the world around us. Like the previous example, people like Sarah are actively taught by her manager Jeff to see how "the world in the hope that their behaviors and attitudes about Jeff of Curt is consistent, for example, that Sarah looks like Curt and internalize Jeff, will act in ways that are consistent with his beliefs. The following four steps show how the Saint-Do-Get Process ® works.
Phase 1 (lake): Jeff tries to teach Sarah to see "" Curt, as someone to give her a hard time.
Phase 2 (Thu): behavior and attitudes naturally led by Sarah and Jeff way of seeing and their attempts toAvoid Curt, you can give a subtle (but deeper) of the message.
Phase 3 (get): Curt builds his message, because 55% of communication is body language and 38% is the tone of voice, and he responds in a way that their way of looking to strengthen it, eg ,. demands that they payon him.
Phase 4 (lake): Forecasts Jeff's original Sarah was empirically confirmed, and this type of "seeing" Curt is a self-fulfilling prophecy - as it is.
Over time, a pattern that forms of interaction between Jeff, Sarah, and Curt and solidifies, taking refuge. Tell these and similar situations in weekly sessions throughout the operation Jeff teaches staff turnover to see how people "" Curt and customers alike. Within six months, has started sales in decline, and Jeff and his manager can not understand why.
Think about it - managers came to see the employees as lazy. Employeeslearn the same organization, top managers from the link of the day today to see the reality is business. The R & D includes the distribution of incompetents. The marketing department sees the sales as well as short-term orientation. You see your boss, like an idiot, and then wonder why he never gives you the most interesting projects. The Saint-Do-Get Process ® works in all for-profit, non-profit, and government organization at every organizational level, in every country and the global context, regardless of the nation's history, speaking of culture, the level of technical sophistication, or language.
The power of 2s, 3s and 4-to Form Culture
While most people think of organizational culture in large sociological terms, show the cultural patterns that developed the Breckenridge Institute ®, the model of interaction between small groups of 2s, 3s and 4, some basic elements are organized> Culture. In fact, the process of active learning described above with Jeff and Sarah one of the most powerful opportunities, organizational culture forwarded to both new and existing employees as human beings, which is actively learn how they see themselves, employees, customers and other services. This is particularly evident for new employees when they first arrive to work at a company.
For example, John began work as an account executive in the Sales department at ScitechCorporation and began his account with his sales manager Sally. On one visit, John closed the deal and then the customer said that he is back with him on the timetable, after talking to James, the head of the Department of Production - someone who saw Sally as incompetent and politically motivated. He said the trip back to the office Sally: "Look John, I know I'm new here and I want you in on how things work. James and his people are the largest roadBlock to provide for commitments and achieve your sales goals and achieve your Commission a month. "When he returned to the office, Dale (the Department Umsatzspitzenreiter) Sally and John stood in the hallway and almost shouted: 'Guess what' James and his men now! "John Dale heard how to tell the situation, and the tutorial, which had only given Sally John on the return trip has now been confirmed by other evidence.
Experienced managers and employees, as SallyDale taught how internalized cultural norms active, others see the world as they see it. Over time, the culture of a society by a group of 2S, 3S format 4S is known as "carriers" culture and actively shape the behaviors, attitudes and beliefs of their environment. Thus, a cafe, and while sales continue to marshal calls Sally more and more experience has shown, see their way to assist James and "the people" in production. "ListenJohn, you just continue to sell and achieve your sales goals, "insisted Sally" and I will deal with James and the production department, if not in a position to offer. "Over time, people internalize organizational realities and views of their views on" how things work around here. "The behaviors, attitudes and beliefs implicit assumptions that go with the autopilot, and potent form their strategic and tactical decisions and the design of organizational policy.
John was just one ScitechMonths and has talked with James and his staff on numerous occasions. John begins to see that James and the Department have worked hard to produce meet or exceed customer requirements and deadlines. It is also clear that James has tried to improve communication between the Department of Production and Sally and their sales staff for a time - without success. Bring the evidence to the contrary, the forces of John in line with their observations with what Sally told him. One day in aTeam Meeting Monday, John and offers alternatives (counter) that shows James and his staff are trying to be real, to meet their obligations and improve communication with the team of Sally. Sally, Dale, and roll through the eyes of others and do not want to hear. Sally defensive cuts and John goes to the next topic. The tension in the room is so thick you could translate it with a knife, as John sits silently wonder how long he goes on Scitech last cut. Sally is not the question whetherhad made a mistake setting. People like John, who did not internalize (or not) to remain an organization of cultural values and attitudes in general, in an organization - no matter how important they are in the company's success. This is one of countless examples of how organizational culture can drive the best talent from one organization.
Most managers know that in reality the work, a group takes an enormous amount of time and energy because they can maintain aBalance between conflicting interests or competing in a complex system of associations of small groups of 2S, 3S and 4S, which see themselves, others and the world differently. But what many managers do not know, the fabric, these patterns of interaction, the twisted over time is actually the fabric of corporate culture. Executives, as Sally, you have two options. You can allow the culture to their working groups, naturally derived from AutopilotInteraction models them against the systems too complex and destructive human interactions, or they can create awareness, strengthen and maintain effective martial arts with the lake-get-Process ®, which will help them achieve their goals and key performance indicators.
Problem identification
Just as organizations such as those described above have not come to "see" the world differently, if so convinced that the reality thatcome to the lake Know-Do-Get Process ® is the reality? Profound cultural change supported almost always requires a platform that burns, and there are two types of platforms burning: reactive and proactive. The reactive nature helps when a manager went to a critical situation, or groped to try to change the destructive patterns of interaction that is on hold. Alternatively, managers who recognize the proactive nature of the platform in flames, while the situation is not only be of crucial importance,is likely that if the destructive patterns of interaction that allows frustrating and continue to affect their performance. Manager as Sally have to ask the question: "How bad are bad?" If the answer is "not that bad" then it is as a rule, as they are until the next issue rears its ugly head - often when least expected to go.
Jay was the head of a working group, where he has full responsibility and authority for the Group's work and performance. Two second-level supervisorshe created his direct reports (Jane and Dan), a devastating war to the point where their toxic interactions were openly displayed in e-mail, meetings and other public forums, and worked poisoning the climate for the other members of the group. Jane was one of the first employees of the company and had developed strong alliances with key personnel in other departments and the company president. This gave her an informal basis with the power-makers the most powerful and important organization.It would, in meetings, working to see members of the group just sat there and like Jay, Jane, Dan, and perform on stage during the production work and decision making process has stopped.
Following these nodes destructive, Jay was going to talk with Jane and Dan are trying separately to resolve the deadlock and avoid further clashes. Over time, it developed a model of interaction between the three of them by the lake Get Process ®, where they could not consent, eventhe smaller problems, without being involved in a fight that occurs. Jane has tried to bully Jay and Dan, and it seemed that the challenge of the fight was about to enjoy. Finally he began to go Jay President of the Society to express their frustration with decisions Decision Jay and style of leadership. This Jay was still cautious about decisive action in relation to this issue. After repeated attempts on these issues with each person individually and as the workThreesome, Jay knew that the only way we were on the model of interaction to address the issue openly and directly to changes. This meant that Jane, Dan, or had to change voluntarily, or Jay need one of them (probably Jane), away from their responsibilities. Perceived relationship with the company president Jane made this task difficult, but necessary for Jay Jane on a burning platform to bring order to initiate real change.
The first step in creating a platform of combustion is the use ofobjective data and quantitative analysis of each working group or organizational challenge and refute the ways of seeing and cultural norms that have been created from the lake-Do-Get Process ®. The second step requires that people begin to see that to be partly responsible for the emergence of the group work and questions. Once this sense of personal responsibility to properly address the denial and defense mechanisms urges the members of the group, they begin to experience the survivalAnxiety and guilt in relation to "truth" that must change. Since there is a growing awareness, is the third phase, which enables people to contribute to everyday problems, as additional evidence disconfirming the fact that things can not continue as they are acting. If the weight of evidence for these operations are combined, will change a strong motivation for the people.
But once the members of the working group to accept that to change, they begin to experience the learning anxietyFor example, the fear of doing things differently to change the interaction in day-to-day operations, professional relations and transforming the world of work) (the reality in which they operate. This creates both cognitive and emotional dissonance, and a self-reinforcing network of survival anxiety that creates the anxiety of learning, which in turn increases the anxiety of survival. The power of this self-reinforcing network is why it is so difficult for organizations and to provide the people in them too deeplysustainable change. Edgar Schein argues that the two principles that summarize a process for moving beyond this self-destructive cycle (Edgar Schein, The Corporate Culture Survival Guide, Jossey-Bass, 1999, pp. 121-123).
Must first penetrate the anxiety of survival and / or guilt to be greater than learning anxiety to defend the people and the process from the beginningRecognize and change in the regulations, requirements and standards of organizational culture.
Create a change is necessary for the learning anxiety by creating a climate of psychological security for the work of group members, has not improved, but reduced the survivalAnxiety.
Be properly managed, the interaction between learning fear and anxiety of survival are used to create deep, deep, sustained cultural change.
Deep learning needs Unlearning
Jay met with the president of the company and described the situation and the negative impact has been with the group and its work performance. Despite years of Jane with the company, the president agreed that the change was necessary, and saw how his conversations with Jane were inadvertently undermine the authority, Jay and perpetuate the problems of his team. Convened in a special meeting, Jay, Jane,and the President had a conversation about how their valuable contributions that have been since the beginning of the company, but the President fully supports the need for Jane to change her behavior. He also confirmed that Jay Jane had the authority to remove from their position if it does not change within a reasonable period of time. If they want to continue to be a member of this working group, would change it. The alternative was to start looking for another place for them in societyor go somewhere else.
In an attempt to undermine this kind of change, it is important to remember two timeless principles. First, low education, almost always requires us to unlearn "see" other ways of the world. Secondly, the collective organizations, cultural institutions must be led, managed and changed one person at a time to do, for example, groups that do not change the people. If you're a person, a small group of 2S, 3S and 4S, a workgroup or an entire organization,every person is involved, a series of questions that bring the organization back through the sea-Do-Get Process ®.
Get (results): What kind of results we find that we do not want to get to us?
Thu (interaction model): What patterns of interaction in the structures of 'organization, systems, processes, actions or interactions that create these results?
(See archive of interactions): What are theunderlying beliefs, assumptions and attitudes with which these patterns of interaction continues, despite the fact that we are not always the results you want?
Thu (interaction model): How can configure the interaction patterns, structures,Systems, processes, actions and interactions to the desired results? What changes in the results that we can always predict?
While the above procedure is presented in a particular order, the key is to use the sea Do not Get-Process ® in the opposite direction: a) the lake and run) measures at the same time, and b embedding workChanges in large part because of day to day realities of organizational life, until the new way is more efficient to operate automatically the old invalid. When new results emerge from the sea-Do-Get Process ®, is the fact that change can really happen, the new perspective on the facts, how should conclude, for example, "Look, we can improve our performance confirm strengthened.
What Do You Do With People Who Do not (Will not Change)
So what happens when peoplenot (or not)? This problem is particularly difficult when the person is a high performance athletes who want to do business differently. Employees in organizations generally fall into a well-defined distribution, which follows a rule 20-60-20. In particular, in a certain situation, in which changes are needed in approximately 20% of men are strong advocates of change and about 20% will be dealt with urgently. Groups of 20% at both ends of the distribution are usually so firm in their seriesTo see how to change that no amount of persuasion, their opinions. The remaining 60% tend to align with any order of distribution takes control.
Employee productivity, how to resist change, as Jane, the goal should be to migrate them to the positive side of the distribution, if possible. Often, new cultural norms, the pressure of so powerful that people do not buy themselves often: Choose from the working group. If people do not choose themselves, and willcontinues to frustrate and undermine the organization's performance, managers must follow the advice of Jim Collins' to describe and have the right people on the bus and the wrong people off the bus with the six-step decision making process below. The following six questions may be used for personnel matters, whether evaluation managers, middle management, supervisors and front-line employees. The manager responsible and the worker must ask:
What does the business need for employees?
What does the employee really want from society?
Can these expectations in the current situation to reach?
Do businesses and workers who wantsame period?
What would the cost so that the work (time, money, energy, etc.)?
Three possibilities: either take, modify or terminate the relationship
Sometimes the performance of an organization very different and attitudes of an employee of a manager or employee will want to give. Sometimes businesses and workers are both want the same things,but can not, if it is successful in this context. For example, eligible companies and workers that the person is best suited for a sales position, but the organization does not have an opening for the person to the necessary organizational and salary level. Perhaps the organization and the employees want the same things and I want that in the current context, but they want sometimes very different. Thus, the organization want the employees of a conversionFront-line supervisor, a middle manager, but they have the support of funding for the promotion until the next fiscal year and the staff must take a job offer from another company and now has a decision. Sometimes, organizations and employees want the same things in the working relationship, which at the same time period, but one or the other can not be ready, the money would be needed to pay for professional work relationship. Based on these themes, the manager andworkers are always three options:
You can accept that
You can try to change the situation
You can terminate the employment relationship
Doing nothing is a form of first choice - acceptance. The material presented in this articleCombined with six step decision process provides a simple way of understanding for the administration (and effective), the differences between people as individuals, and small working groups at the group level and to do this type of personnel decisions in the process of a cultural change.
Bottom Line
Their organization, the culture can be your best friend or your worst enemy. It can work for you, in case of increased sales and margins and lower operating costs byFacilitate enterprise-wide business processes and create a positive synergy between the management team. It can also be a self-destructive cycle of decreased sales, margins and lower operating costs due to higher rework, downtime, quality problems, customer dissatisfaction and of destructive conflict between managers and key employees. The transformative power of the sea-Do-Get Process ® can be used in any for-profit, non-profit, and the organization of government at allorganizational level in each country and global context, regardless of the nation's history, speaking of culture, the level of technical sophistication, or language. To understand how to create, manage and configure the organizational culture through the sea-Do-Get Process ® enables managers at all organizational levels to build a culture of high performance - an island of Excellence ® in a sea of mediocrity.
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