It’s took me a while to digest all the great stuff from the two days. But these presentations really stood out for me and linked really well.
As everyone knows when a major change happens, such as the end of the industrial revolution, the Second World War and now the recession.
Things will change. The question how do we deal with change?
Over the last 100 years there have been some great inventions it has always led to innovation whether good or bad.
But what happens now, when we are coming out of the recession.
Daan Anderson summed it up in a very simple way using the Maslow Hierarchy of need
If you do not have the basics then knowledge is not shared. Which really makes a mockery of the stuff that I do?
With organisation going through the recession, staff no longer feel safe, fell they no longer belong and so will not share.
Which could lead to the downfall of the organisation quicker than any other way that I can think off?
Daan used Kampen 2007 The neglected organisation statements to emphasise the point.
- High turnover among management
- Business processes never seem to function properly
- New plans die before they are executed
- The appointment of people in management positions always creates a lot of turmoil
- People that under perform in the main business processes are moved to support -staff positions
- A lot of complaining and cynicism on the work floor
- Group sentiments dominate the atmosphere on the work floor
- Roles, responsibilities and tasks remain unclear even though they have been put to paper
- Managers are never there when you need them
- Retribution happens secretly, you never know where it comes from…
- In some departments there is a despondent atmosphere
- People don’t stick to their roles. Everybody interferes with everything
- Every manager has his or her own little shop in the organisation. There is not much cooperation.
- Employee meetings are avoided by most employees
- Strange behaviour on the work floor is not noticed
So how many do you recognise? If it’s 9 or more of the statements you probably work in a neglected organisation.
And this leads onto the stickyness
Victor Newman mentioned “It’s a truism that organisations recruit smart people and make them stupid.”
So have you seen this happen where experts are recruited only to leave in frustration because of the sticky organisation’s refusal to legitimise their role.
I love the consent and evade diagram he showed
And he told a great story about Frederick Winslow Taylor who was recruited to help bring new ideas into an organisation. After a few months of Consent from the Senior Managers but Evasion from the middle managers he realised that he would never be able to do his job.
So during the management meeting he would practice his Golf Swing. Finally someone asked him what he was doing. And he simple said either let me do my job and give me the legitimacy or sack me.
He left shortly after, as he realised that the organisation was too sticky.
- June 2016
- March 2015
- February 2015
- December 2014
- September 2014
- August 2014
- June 2014
- May 2014
- April 2014
- February 2014
- January 2014
- October 2013
- July 2013
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011
- December 2010
- November 2010
- October 2010
- September 2010
- August 2010
- July 2010
- June 2010
- May 2010
- April 2010
- March 2010
- February 2010
- January 2010
- December 2009
- November 2009
- October 2009
- RT @nancykinder: Learning from doing? or doing and not learning? Join @Metaphorage at KNOWledge SUCCESSion masterclass #KM https://t.co/hOX… 2 days ago
- RT @KnowledgeHub: 10 quick and easy ways to share and edit information with your #KHub group members cards.twitter.com/cards/18ce53xl… #localgov #ukg… 4 days ago