“Does anyone have a case study, article(s), or other resources that explain how a retail bank with branches got their people to internalize and demonstrate values? Hoping for some guidance also on what kind of metrics they used to get people to focus on the values through the performance measurement.”
To which I responded:
IMHO values for the most part get taught at a very early age (already internalized for better and worse), and having a corporation “teach” values like integrity to the employees is paternalistic and insulting. Also a hugely popular way for corporations to look as if they are doing something. The employees that have the desired values look at the list and sit through the meetings judging upper management as lacking the very things they are preaching, the employees that don’t have the values will not be influenced in the slightest. Far more useful to start at the top and cascade team sessions in which bosses and their direct reports self-assess team and systemic functioning and give frank respectful feedback to one another. Done well, that will improve the perception of the leadership within the system. If the leadership is perceived with disrespect (because the employees feel disrespected by the leadership) “rolling out” values aint going to make a whit of difference.
If you proceed anyway (which you probably will), then behavioralize the so-called values (does integrity include the boss seeking feedback on a regular basis?) and use the roll out for team dialogue and devolvement. Each team could do a force-field analysis on what are the restraining forces that will prevent the values from being a reality, generate solutions, and implement what they can do locally while elevating what is systemic (like getting rid of the annual performance reviews as per Demming’s last suggestion to the world).
Obviously standard procedure is to incorporate the values (behavioralized or not) into the performance review system so that everyone can aspire to them (i.e., live in fear of being judged as not living up to them). Is “drive fear into the system” one of the values?
That’s a joke, son.
Does anyone have any measures that demonstrate that corporate values provide a return on investment? That I would like to see.
The future calls us to a new paradigm…a reality shift from the limited socially constructed thinking of the past into a nimble engagement with the ever-shifting present. Change at Warp Speed.
Change at Warp Speed happens as it begins, in a whirlwind of freedom and creativity that dances within the field emanating from its core. Shifts in the environment are adapted to faster than lightning, absorbed and transformed into new action. Groups organize within the ever-shifting field in which they operate around the principles of skillful dialogue. Each member influences as they explore reality through the lens of collective wisdom. Each member creates and is created by the ever shifting whole. The warp field is sustained even as the quasi-equilibrium of the environment ebbs and flows.
Freedom within structure is the Change at Warp Speed mantra generating productivity and morale. Decision-making is consciously organized and spread throughout the collective. The entire community experiments, yet the experiment is not random chaos, but rather focused energy aligned towards goals. Yes and No remain timely clear binary responses, with as much freedom as possible granted to the ever adapting collective.
Change at Warp Speed is ancient yet ever emerging. It begins with first contact and quickly absorbs and is absorbed by each field of forces it enters. There is minimal diagnosis or gathering of data, maximum integration of thinking and doing, with deeper dives as needed. Change at Warp Speed has happened by the time it has begun, and is continuous in a never-ending spiral of dialogue, acting, and learning from the action. Change at Warp Speed releases the dampened energy in the organization, spreading initiative and responsibility in a powerful wave, like a meteor striking a pond.
From whence came this new and transformational model? From a universal social science that applies equally on a micro and macro scale ranging from individual behavior to nation states and planetary dynamics…so much so that a real-life version of Star Fleet Academy will surely make it the basis of knowledge in the not-so-distant future.
Change at Warp Speed begins as the change agent walks in the door or beams down to a planet. Interviews are not so much to gather data, but rather to establish rapport and begin to influence thinking. That reality in terms of beliefs and behaviors is socially constructed is clear, and change begins by shifting from patterns such as blame and defensiveness (which fuel each other) towards owning misunderstandings and taking responsibility for one’s own reactions and emotions.
If sensors initially indicate an object as a potential threat, most (not all) in their fear-based reaction will sound the alert, raise shields, and even arm weapon systems. If further scans reveal the object poses no threat, fear will be followed by relief and a return to normal. Did the object cause the fear? Future generations will know the answer is a resounding “no.” It is perception that precedes fear, and misperception often creates needless drama, especially if the mind is befogged by the presence of authority relations. Change at Warp Speed is possible when perception shifts from the false hypothesis that hierarchy is the issue to clarity that reactions to authority are the issue. Freed from generational emotional binds, this reconstruction of reality allows empowerment of authority throughout the system and generates a vital portion of the field needed for change at warp speed.
The Change at Warp Speed change agent is more focused on unfreezing the quasi-equilibrium of mistrust and on influencing the social construction of reality. They know that warp speed will be built on a change in the level of functioning of groups through dialogue and group decision (influence on one another and commitment to actions). Unfrozen by effective change agents working in alignment with formal and informal leaders, the group can begin their own analysis of the field of forces within which their own performance and morale are held in stasis. The laws of physical science will guide the change. Pushing harder on the field, as many organizations do, only increases tension, and strengthens the restraining forces. Change at Warp Speed happens through group dynamics, with the restraining force of overfunctioning by management and experts (a petri-dish for underfunctioning by everyone else) instantly replaced by local analysis and solution generation. Groups take action and do research on the effectiveness of their actions. As groups identify and address their own restraining forces, change happens in the moment, and a transformational ability to adapt to new challenges and opportunities spreads through the system like electricity. In a flash resilience is no longer a catchword but rather a behavior-based reality. A new homeostasis freezes the fields and replaces the old.
Aligned around group dynamics that balance freedom and structure in an ever-shifting quasi-equilibrium, leaders lead and followers follow, and everyone knows how to do both as situations demand. Dialogue becomes rich and real, with no need to restrain people from exploring what they really think. The social science holding such change in place postulates that attempting to impose what people should think or say, or shaming people about what to think only leads to false conformity. Patience at warp speed is a virtue because false hypotheses such as racism, sexism, and any other “us and them” (such as management and labor, maintenance and production, headquarters and locations, etc.) mentalities will only shift in the face of real dialogue. You can lead towards such awareness, but each must freely arrive. Once peers begin to shift from blame to respect and from fear to openness a wave of freely chosen re-education takes place.
Change at Warp Speed isn’t rocket science. Wielding a triangle of training-action-research, it can be transferred to anyone who cares. It is designed in its very essence to be shared. With a little effort you can learn it too, if you dare.
You don’t need a modified DeLorean for Change at Warp Speed to take you back to the future. Once adapted widely, humanity can move away from sociological black holes such as totalitarianism and laisse-faire leadership, and no longer tolerate power inequality such as racism and sexism. A golden age of democratic values and leadership taking many forms but always rooted in equality can dawn.
Science fiction aside, everything you just read about Change at Warp Speed emanated from the beautiful mind of Kurt Lewin (1890 – 1947), even the application of field theory. Especially the application of field theory. If you didn’t know, now you know. In the golden age to come I foresee monuments being built and children named after him. Generations will use a holographic version of the Johari Window to assess why so many were blind for so long to the potential his social science placed in our hands. The Starship Lewin will be the first warp drive vessel of a vast fleet, always seeking new knowledge, but never forgetting from whence we came.
We’re pleased to announce yet another cutting edge publication, this in the prestigious JABS! Gilmore Crosby has translated Lewin’s writings into a visual model and into a new understanding important and applicable to any leader. Here is the visual:
Thou shalt not bow to the market pressures of rejecting the old and worshipping the “new”
Thou shalt not impose your bias against authority and hierarchy on others and call it sound theory
Thou shalt not confuse “action-research” with the ineffective expert model of gathering data and then telling people what to do
Thou shalt not over-function by speaking and thinking for others (through anonymous feedback, etc.), thereby encouraging under-functioning in the system
Thou shalt not only coach leaders one-on-one, or separate from their system
Thou shalt have a bias toward action, and towards helping the people facing the problems come up with their own solutions
Thou shalt transfer thy theory and methods throughout the client system so as to increase their capacity to solve their own problems
Thou shalt work at every level of the system so thou art not blind to the whole and do not become part of the fragmentation of the system
Thou shalt foster Kurt Lewin’s democratic principles of leadership throughout the system (a balance of authority and empowerment) over autocratic (over-functioning leadership) and laissez-faire (under-functioning leadership)
Thou shalt help the leadership align the system around measurable goals, beliefs/values (such as Lewin’s democratic principles of leadership), and behaviors (such as single point accountability)
Thou shalt be alert to pitfalls such as goal conflict (jeopardizing quality and/or safety in pursuit of production), confusing goals withactivity (tasks, meetings, trainings, projects, etc.), and tunnel-vision (focusing only on what is measured)
Thou shalt help foster decision clarity throughout the system, with a bias towards empowering people to take action and make decisions as close to the action as possible
Thou shalt actively “re-educate” and teach “use of self” to the system via T-groups and other means – grounded in the work you continue to do on yourself
Thou shalt be a catalyst for “unfreezing” the current homeostasis by decreasing restraining forces such as avoidance, mistrust, and disengagement, and for “freezing” high-performance culture into a sustainable homeostasis
Thou shalt be willing to take a stand for what is right, including the effectiveness of every role and the dignity of every human being in the system
*Much of the above was handed down by Kurt Lewin and unlike Mel Brooks we didn’t drop our third tablet
Gilmore Crosby is published again! He has authored a chapter of the Collaborative Change Library that is now available on the myLibrary app (www.mylibrary.world) – you can access it on your phone, tablet, or computer. The chapter is: T-Groups Adapted for the Workplace [https://mylibraryworld.web.app/…/T-Groups%20for%20the…]. There are videos and supporting materials as well. We’re curious to learn what you think and look forward to your feedback!
The tools exist to greatly decrease racism in the United States. The time has come to use them. Social Scientist Kurt Lewin (1890-1947) demonstrated that “incorrect stereotypes” (prejudices) are functionally equivalent to wrong concepts (theories),” and could be changed through a “re-education” process based on dialogue and free expression (Lewin, 1945, 1997. p52). To do so individuals had to come to their own conclusions, but those conclusions could be reliably influenced by “group belongingness” (positive peer pressure) (Lewin, 1945, 1997, p55). Only a critical mass has to change for a work culture or indeed an entire country to change. This was proven by the successful cultural reconstruction of Germany and Japan after WWII. Lewin had passed away but had been a strong influence in the US State Dept, which wisely engaged both countries in their post WWII transition. They could not be forced to change, and neither can we. We, the US, need a cultural reconstruction today.
Lewin’s field theory provides further clarity. Every social condition is held in place (homeostasis) by a field consisting of driving and restraining forces. Increasing the pressure of the driving forces (such as “law and order”) increases tension in the system. Decreasing the restraining forces is much more likely to create lasting change. To do so requires analysis by the people facing the situation. In the case of racism in the US, we need a national analysis of restraining forces and national action, coordinated with analysis and action at every local level. In the absence of national leadership, we can still work locally.
It is time. Lewin has already done the research, including the 1946 workshop for the Connecticut Interracial Commission, the Commission on Community Interrelations (CCI) study on “Handling Bigots” (which concluded that calm quiet responses to bigoted statements were more effective than silence or anger), along with CCI’s action research on gang behavior, integrated housing (integration, done properly, decreases racism), and integrated sales staff. Lewin’s research on racism and minority relations comes to two clear conclusions: 1. As Dr. Rodney Coates puts it, “Race is socially constructed. (Coates et all, 2018).” Racism, and even the idea of race, is a mistaken hypothesis and people can unlearn any mistaken hypothesis. 2. “…so called minority problems are in fact majority problems” and will only truly be solved through real social, economic and political equality (Lewin, 1946, 1997, p151”).
We will have racism until we truly unfreeze the homeostasis in the US. We will have riots as long as we have people who have nothing, have been treated as nothing, have been controlled through violence, and have nothing to gain by “behaving” and nothing to lose by “misbehaving.” We will have police brutality in response. We can and must do better.
Lewin concluded in 1946 “…that this job demands…an utmost in courage. It needs courage as Plato defines it: ‘Wisdom concerning dangers.’ It needs the best of what the best among us can give, and the help of everybody (Lewin, 1946, 1997, p.152).”
Coates, R., Ferber, A. and Brunsma, D. (2018). The Matrix of Race: Social Construction, Intersectionality, and Inequality. United Kingdom. SAGE Publications.
In communication one party has an intent which is translated into words and actions which impacts the other. Because of the ‘arc of distortion’ the person sending may not send it in a way that fulfills the intent or the person receiving may be impacted in a way that was never intended!
Tip 1) Don’t let impact win the battle over intent! If you’re impacted in a negative way, check out to see if you even know the words the other said let alone the meaning intended.
Tip 2)”Of course!” Things break- liquid spills- “of course” is the beautiful response! “Oh, that’s how that beautiful cup finally ended it’s life” Regret is appropriate. Blame does not fix it!
Tip 3) Forgo “what if”. Embrace “what is” as each fleeting moment is present!
Tip 4) Be confident enough in yourself to embrace the phrase “always within me there is the rumor that I may be wrong- and that’s my growing edge!” Graciousness and lightness will embrace you!
Tip5) if your partner forgets something and is becoming more prone to forgetfulness, don’t say, “Don’t you remember?” Rather say nothing, or if they’re aware that they forgot, say “We all forget”. Repeating what’s written above, accept “what is”.
Tip6) Say “Thanks” and “Your welcome”.
The German priest Meister Eckhart wrote 700 years ago, ” If the only prayer you ever say in your entire life is’Thank you’ it will be enough!”
Tip7) In conflict moments realize that your judgments about the other are inside you and therefore about you. What is outside you is what the person actually intended, said, and did. That’s what needs to be clarified.
Tip8) Romance, that is being in love with the fantasy part of the other, is beautiful, but what sustains a partnership is commitment to the relationship.
Tip9) Take a deep breath, settle down, remember past beautiful memories perhaps still captured in photos.
Tip10) Remember to say, “I love you.”
Credit: Warren Bennis (Intro), Rodney Coates (Tip 1), Stephen Levine (Tip 2), Howard Thurman (Tip 4), Meister Eckhart (Tip 6).
When this lock-down started 8 weeks ago, an HR Director in Warsaw asked me if we had anything that might be helpful to their 4,000 employees who were sitting at home.
That request triggered me thinking about what we (a group of friends and change facilitators, including Gil Crosby) could do to facilitate meaningful conversations during lock-down: What might help people reflect on what had been working—and not working—and invite them to create a ’new normal’.
The result is here: https://vimeo.com/411440140/7bd8ef8c4a
(22 minutes) A GoogleDocs link to the worksheets (also shown in the Vimeo details):
The planning group of around 40 people came from 14 countries made it a truly global effort.
I hope you will give it a try personally—and if you feel moved to, send it to your friends and colleagues! I mean, why the heck not?! (BTW, there is no copyright on this. It’s ‘open source’ in concept, so copy it, steal it, translate it, modify the heck out of it.)
Blessings,
John
Dr John Scherer, Co-Creator
The Adventus Initiative
From Lock-Down to LEARNING and from Re-Set to RENEWAL
A colleague posted about the importance of effective change management in concert with project management. He lives and works in an country with an authoritarian government. According to Kurt Lewin (1890 – 1947), broadly acknowledged as the founder of organization development (OD), effective planned change is based on democratic principles, which are hard enough to do effectively in a democratic culture, let alone in more autocratic culture. Here is my response to his post:
You are raising important issues. Another consideration is whether the cultural essence of change management – democratic principles of engaging people within a clear decision-making structure – fits the broader culture of the organization and even the society within which the organization operates. If so, which is rare, there is ample research to show that both performance and morale will be high. If not – if the organization is either too authoritarian or too passive (or a combination of both) in their leadership culture, which is the norm even in democratic societies – then you have an uphill battle to get results, but also a great opportunity to use the project as a means to change the culture. If you can get alignment with the leadership that democratic principles are the goal because they increase productivity and morale, then the project change management becomes a tool for broader culture change, which can happen within any organization in any society.
Allow me to add to that response. The same potential lies in any major cross-functional project. Not only can change management based on the Lewin’s planned change greatly increase the odds of successful implementation of the project, it can also be a platform for driving cultural change in the entire organization, as part of or the foundation for a broader OD strategy.
Despite dismal statistics for IT and other project implementations, change management is often seen as a “nice to have” instead of an essential part of project management. When change management is included, it is often watered down into a lame project pr campaign, limited to an executive speech, newsletters, banners and coffee mugs. No wonder understandably cynical project mangers often skip it altogether. They want to get on with the real work of over-functioning and shoving in the change whether the organization is aligned with it or not.
Effective planned change engages the end users and others to be impacted in planning, problem solving (anticipating barriers/restraining forces), influencing decisions, and implementing the change. Lewin’s principles applied to IT implementation reliably leads to on-time, on budget, high quality outcomes, yet are known and practiced by only a few.
And that is only the tip of the iceberg of possibilities. Our founder (and father) mastered using large cross-functional projects as an opportunity to drive culture change. He helped PECO Nuclear shorten their refueling outages from an average of 70 days to the current industry standard of 30 days or less and in the process helped the PECO leadership learn how to lead in a new way, while helping the workforce learn how to engage more effectively so as to raise and resolve issues. The same strategy worked time and again in a variety of organizational settings, and continues to do so today.
Managing a business critical project without effective planned change is foolish. Applying effective planned change only to the project is thinking small, but is still the best chance you have of shifting the culture effecting the project from resistance, or a restraining force, to a driving force for implementation success.
Let me say more about Lewin’s idea of “forces.” Borrowing from the natural sciences, Lewin noted that systems tend towards homoeostasis. There is a field of forces, especially culture (beliefs, behaviors, emotions), that are both driving and restraining change, and thus creating a balance that that holds things in place. Lewin conducted numerous experiments that showed that simply pushing harder, as most management teams try to do, creates a counter-reaction or counter-force. Hard won gains are less than desired, and fad away. Lewin’s research also showed that the application of democratic principles, such as letting the people facing the challenge (whatever it may be) think for themselves through dialogue with their peers, reliably led to group commitment to the change and high rates of sustained implementation of new practices. Whereas most try to overpower the restraining forces, through this process the restraining force of employee attitude is shifted into a driving force. Furthermore, the end users will address other restraining forces by surfacing and helping to solve problems that only they can be aware of through their hands on experience in the organization – and that is the culture that also drives high performance in daily operations.
Using cross-functional projects to drive effective democratic principles into the organization is visionary. Such a strategy is needed in most organizations but especially so if the organizational culture and the broader social culture are autocratic. Starting at the top, or at least at the top of the portion of the organization that you are targeting to change, it can be done.
Crosby & Associates Leadership and Organization Development Blog 