A635.4.3.RB_SiegmundWayne

Build a Tower, Build a Team

          It makes sense that while MBA students may be trained to find the single right plan, children go through an iterative process of building prototypes and learning from each what works and what doesn't (Wujec, 2010). I know from watching my own children that they explore ideas and try to make them a reality. When it becomes a reality, they decide if it turned out the way they intended it to; if not, they try something else. In general, I agree with Wujec's (2010) explanation, however, I also feel it is not so black and white all the time. Depending on any given child in a group working together, they may get discouraged because they don't feel they have any good ideas to contribute. On the contrary, one child may feel only their ideas are good and try to take over hampering the team effort.

          Personally, I think kids perform better than MBA students because they are more attuned to their creativity. Children don't necessarily know what's possible and what's not and therefore explores numerous options given their resources. Most children are also very good at asking for help in assisting in what they want to accomplish whereas adults may be less inclined to ask believing it is their job to do the work and no one else's. In addition, because children often play, they are apt to work through problem-solving as they discover something that either needs to be understood, changed, or created. My oldest daughter, as a school project, had to develop a cause and effect scenario, record how it works, and submit it for review. After an hour of collecting baskets, utensils, string, toys, and boxes, she had to work through multiple set-ups that included a pulley system that would eventually trap a rat. After many revisions, it worked - hypothetically (it was a toy rat). "Some research suggests that the way kids play contributes to their ability to solve divergent problems; a problem that yields itself to multiple solutions" (Dewar, 2014).

          I believe CEOs are or can be, victims of their own successes. The more CEOs make decisions that help them problem-solve, the more their approach to problem-solving will remain the same as long as they see themselves as successful. With that said, an executive assistant may be that outside, objective perspective the CEOs need to get beyond their limited view on the problem. In addition, an executive assistant that has known the CEO for some time may understand how the CEO thinks, thus looks at the problem-set in such a way that provides a solution amenable to the CEO.

          If I were to facilitate a process intervention with respect to Wujec's (2010) video content, I would pay close attention to the team's behavior; individual as well as between themselves. I would look for those that have taken a back seat or feel left out. I would approach them asking what they think makes the task so challenging and what ideas they had. I would also look for contention between the team members and distract them with some new ideas, or thoughts on how they can move forward. I may provide comments of encouragement and support to facilitate how they feel about their efforts. I would also ensure everyone understood exactly what the directions and the objectives were. Mostly, I would be observing and listening to their teamwork activities to follow their cohesiveness and effectiveness and offer quick injections of how they can better utilize their resources.

          One of my favorite things to do is step out of a working group and assess it's behavioral and process activities for efficiency. Understanding that children improve their problem-solving skills through all types of play peaks my curiosity as to how I can implement a similar process amongst adults without actually giving them toys. Playing with brainstorming as an approach over just providing a task to problem-solve may be on par, or perhaps making a game out of it may also prove beneficial to the creative process.

References

Dewar, G. (2014). The cognitive behaviors of play; Effects on the learning brain. Retrieved from https://www.parentingscience.com/benefits-of-play.html

Wujec, Tom (2010, February). Build a tower, build a team. TED Talk. Retrieved from https://www.ted.com/talks/tom_wujec_build_a_tower_build_a_team#t-254391

A635.3.3.RB_SiegmundWayne

50 Reasons Not to Change

          Change is not seen as an easy thing to create; at least not in a way that one would desire. Nonetheless, change occurs every day, everywhere. It is the nature of things to change. However, people are creatures of habit and prefer to remain comfortable in a familiar routine. Knowing this, it can seem overwhelming the idea of making a change in terms of the status quo. It seems more likely to get push back from the naysayers than support from others. How many people, believing they may isolate themselves, will stand up and support an idea that challenges the status quo? Most likely, if any, will not extend themselves that far in the name of self-preservation; remaining a part of the current tribe.

           The excuses listed throughout the graphic, '50 Reasons Not to Change" (Watkins, 2011), are all too common. I hear these excuses at home, at work, amongst peers, and even colleagues. We are most certainly in no shortage of these types of excuses; unjustified, unchallenged, and unfounded. Having been a nationally competing gymnast and a Special Forces member for over 40 years combined, I had little to no tolerance for these types of excuses. I grew up being taught that I can do anything I put my mind to (thanks mom). Challenge up! So, every challenge that presented itself, I presented myself saying, 'actually, yes I can watch me.' Now, when I hear my colleagues throw around these excuses like its small talk, I immediately and diplomatically challenge their perspective with a plethora of versions from the 5 Ws; who said? when did that happen? where did that take place? what makes you think that? and my favorite, why? In the end, I often get my point across...you're making an excuse!

          Years ago, I have caught myself using some of these excuses for a myriad of reasons such as being lazy, too comfortable, feeling the gain did not outweigh the loss, or because I was emotionally attached (addicted) to a feeling or behavior. It was not common for me to use excuses, but when I did it was often for one of these reasons. Brown (2011) shared some of the reasons for one's resistance to change may be due to the following: the comfort zone, fear of the unknown, disruption of a routine, loss of benefits, threat to security, threat to position power, redistribution of power, disturb existing social networks, and conformity to norms and culture. If an individual (change agent) can somehow gain buy-in from another (resistance), then we have begun change. I often use empathy to associate and build a common ground so the resistance understands I can relate to their concerns and return to them from a common framework. These types of responses to change efforts are not always easy to overcome. Depending on the person(s), I think a number of factors can be considered that may be a catalyst for a change in thinking. Perhaps the catalyst touches an interest, a curiosity, or perhaps even a passion of another. If we can show the resistance that the change better serves them as part of the whole, or that the gain outweighs their loss, we may have a chance at changing this type of thinking in response to change efforts. On the other hand, there will be those we can not change.

          In Godin's (2009) TED Talk, "The Tribes We Lead," he discusses how the charisma of a leader can attract others of like-mind to spread the message to attract others of like-mind in an attempt to create a moment. While I do not think change is driven by tribes alone, I do believe this is a very effective way of creating change. It's not people that we would be changing, but gathering enough of the right people to incur a change about an idea. 

          Reflecting on this exercise, I am inclined to take away the concept around the cyclic module of Challenging, Culture, and Committing. Remembering and applying the consideration of who it is I am upsetting will help me be aware of that party and consider how best to help them transition from resistance to acceptance. Remembering and applying the act of connecting with the like-minded people in an attempt to build a culture. Finally, committing to that culture and continuously challenge the status quo as the movement spreads.

          In our change efforts, as we confront resistance, create new cultures, deviate from old cultures, address budget concerns and develop processes in support of the new movement, when and how do we manage unexpected third and fourth-order effects? Can these effects kill the movement? Can a movement ever be regenerated once it loses momentum?

References

Brown, D. R. (2011). An experiential approach to organization development. Boston. MA: Prentice Hall.

Godin, S (2009, February). The tribes we lead. TED Talk. Retrieved from https://www.ted.com/talks/seth_godin_the_tribes_we_lead#t-1027179

Watkins, D (n.d.). 50 Reasons not to change. Retrieved from https://erau.instructure.com/courses/113760/assignments/2076642

A635.2.3.RB_SiegmundWayne

How Companies Can Make Better Decisions

Reflections by Wayne Siegmund

          In my experience, a company's culture shows there are numerous nuances in inter and intrapersonal relationships that lead to how employees choose to integrate themselves across the organization to include decision-making opportunities. Some of these nuances are driven by one's own self-worth, trust, fear, position, and expectations. When employees feel welcomed to engage if they want to, I believe a sense of acceptance is felt by the employee allowing them to feel comfortable in engaging and making a decision. However, when an employee is expected to make decisions, depending on the employee's experience and position amongst their peers, they may feel anxious or confident. However, if an employee is purposefully engaging to make decisions within their organization, there is more than likely a good chance the employee feels connected to their peers and organization resulting in better decision effectiveness. Yoerger et al (2015) offer "Past studies have found that individual's levels of participation in meetings was positively related to performance and greater commitment in carrying out the course of action decided upon during those meetings" (as cited by Rosenberg & Rosenstein, 1980; Sagie & Koslowsky, 1996).
          Having the right leaders, with the right information in decision-making roles, can produce excellent results given the timing and culture within a given organizational environment possessing a flatter-than-hierarchal structure. However, various obstacles can impede good decision-making. I believe if the timing is not good, the decisions may not be received well by the other invested parties, or will not receive the effects as originally anticipated. If the employee chosen to make the decision does not have the relative education or experience for that position, the organization risks acting on a poor decision that may lead to unrecoverable effects.
          According to Blenko (2016), she believes there are five obstacles that can impede the process of good decision-making. These impediments can be organizational complexity, a lack of clarity in who should make the decisions, the decision-maker making decisions based on wrong information, leadership behaviors that include lacking a previously organized constructive debate on the matter, and having the wrong talent in the position of the decision-maker role.
          Echoing Blenko's (2016) words, I believe a good decision made quickly and executed effectively with the right amount of effort can lead to high financial performance. I also believe planning ought to be an element leading to decision effectiveness as well. As it appears each element leads to the next, what precedes Quality? I can only imagine that solid planning where understanding the complete framework of the context of the matter, as well as all the affected aspects that the decision touches, must be known and considered in order to ensure that the decision is, in fact, a high-quality one. Otherwise, the ripple of 3rd and 4th order effects may go unseen wreaking havoc behind the organization's construct just to discover the potential financial or reputational injury to the organization months or even years down the road.
          The best thing I can take away for use in my organization at this time is applying the awareness of the impediments that can hinder good decision-making.  Being more aware of this can help set me up for success rather than delaying the process or hurting the organization. Often in my community, poor decisions are made, but go unrecognized until the effects are acknowledged; this is a waste of time, effort, and money.

References

Allen, J. A., Crowe, J. & Yoerger, M. (2015). Participate or Else!: The Effect of Participation in                  Decision-Making in Meetings on Employee Engagement [Article Submitted for Publication].              Department of Psychology, University of Nebraska.

Blenko, M. (2016, November 1). How companies can make better decisions, faster [Video].                          Youtube. https://www.youtube.com/watch?v=VGw6QNRjPrQ.

Brown, D. R. (2011). An experiential approach to organization development. Boston, MA: Prentice              Hall.

A635.1.3.RB_SiegmundWayne

21st Century Enlightenment

     For many years now, I have contemplated what it means to be living in today's society and the world at large. I wonder what my place is in it all. Asking myself questions about where we are going as a global society and if we are bound to repeat history or learn from our past mistakes shifts my perception to one of greater self-awareness. It is not enough to just be happy with your friends. We, collectively, must share a vision that contributes to the world writ large. As we all learn what it means to share and come from a common framework, we will make better decisions as they relate to each other with empathy being the foundation.

     The work conducted by Taylor (2010) addresses multiple concepts drawing on history's previous enlightened periods to highlight today's current need for our global society to conscientiously apply what we have learned so that we may forge beyond what we have been able to achieve socially, technically, economically and humanistically. I think the title was meant to invoke a call to a new awareness; an awareness based on a change in the way we think in order to perceive the outside world in a new light, thus making new decisions based on a new perception. It is no longer a good idea to believe we are just by continuing to ride the coattails of our founding forefathers. 

     Albert Einstein is credited with the quote, 'the definition of insanity is doing something over and over again and expecting a different result." Change will not come about in our lives until we make different decisions. As creatures of habit, humans tend to repeat their behaviors and in turn, see the same world we have always seen when it comes to healthcare, civil rights, minority groups, gender inequality, racism, and religious persecution to name a few. I believe Taylor (2010) meant, when he said, "to live differently, you have to think differently," a person cannot truly change their lives until they look at their lives differently. The type of conscious decision making Taylor is eluding to is mindfulness. We must become more mindful of ourselves and those around us. If we continue to react to our environment out of some humanistic ritual behavior, we will be doomed to see history's results. Whenever I intended to change my diet in hopes of detoxifying my system and eating healthier, I would often find myself reverting back to the same old eating habits. Inspiration is the fuel to initiate change. Motivation is the force to sustain it. However, motivation must be nested in the root thought or the thought behind the thought. It must touch us on an emotional level so that we may continue to be moved by it.

     When I returned from Germany in August of 2018, I moved to an area different than I had prior to moving to Germany. In the new area, I looked for a diesel mechanic workshop for my truck. After a few weeks of shopping around, I found myself defaulting to my original mechanic that was outside the area. The reason for choosing him again despite the distance was because I had no idea what the reputation and work history was of these other diesel technicians. I chose to go with who I was familiar with instead of taking the risk of choosing an unknown quantity. I was afraid of changing mechanics because I did not know what would come of it, so I deemed it the wrong choice. However, I know if I continue to make the same decisions, I will never learn what may come from new and different ones. Similarly, I think Taylor is saying the same thing when he argues that we need "to resist our tendencies to make right or true that which is merely familiar and wrong or false that of which is only strange" (2010).

     In the case of welcoming new service members to the command, consideration of their new environment must be helping them find a comfortable shift into the new culture as they adapt to the norms. According to Brown (2011), if the adaptation period is ineffective, "...a new member may choose to rebel, to reject all values, or to leave the organization altogether."

     It is not only possible to "...eschew elements of pop culture that degrade people and ... spend more time looking into what develops empathetic citizens," it is a moral imperative that we do so if we are to help people grow from a culture of insensitivity to one of empathetic morality (Taylor, 2010). It seems the framework from which most people come from is that of an egocentric perspective that builds walls of insensitivity and moral blindness; where people disassociate from personal responsibility and point fingers. 

     In my experience of team-developing, mentoring, and guiding within my organization as a Navy Chief, the implications of atomizing any given collaborative effort could be numerous depending on what the objective is within the organizational change effort. Normally, if we were to see it as potentially a destructive effect on their growth, then the implications could be a breakdown in cohesive teamwork, a disruption of collaboration, isolation of team members, and possibly an increase in feelings of insecurity and incompetence. 

     As a senior enlisted member within the ranks of my organization, I am at a place in my career where I am not only expected to take initiative to make changes that foster teamwork, professional development, inter-department collaboration, and improves organizational efficiencies, but I am also inclined to leave the organization better than I found it. Seeing I have been around this command for over five years, I find it necessary to provide insight and a holistic look at how they are conducting business in terms of evaluating both pivotal and peripheral norms. One area of contention is a lack of genuineness on behalf of their senior officers. Unfortunately, the concept of the 'good 'ole boy club' is still flowing through many of these types of organizations where the fair treatment of all does not always apply.  However, it has been ever evident that the rotational inertia has been such that new people with new ideas can and will come through on their two to four-year tour and change once again all that has been developed. This begs the question, to what avail am I taking the time and effort to develop something anew just to have it all undone after I depart? If change development is to be recommended, yet the Headquarters element is not all in agreement, development processes can become stagnant at the first signs of 'strange'.

Reference

Brown, D. R. (2010). An experiential approach to organization development. Boston, MA: Prentice         Hall.

Taylor, M. [Matthew Taylor]. (2010, August 19). Rsanimate: 21st-century enlightenment. [Video].           Youtube. https://www.youtube.com/watch?v=AC7ANGMy0yo