Dysfunction vs Efficieny: An Internal Self Appraisal
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Transcript of Dysfunction vs Efficieny: An Internal Self Appraisal
Dysfunction vs. Efficiency
AN INTERNAL SELF-APPRAISAL
Definitions
Dysfunctional— Relating to or designating relationships, social interactions, etc., which are harmful to the emotional well-being of those who participate in them.
Abnormality or impairment in function.
Efficient—Effective; producing the desired result with the minimum wasted effort; (of a person) capable, competent
The Emotional Themes
The overall emotional theme of an EFFICIENT organization is…
The Emotional Themes
The overall emotional theme of an EFFICIENT organization is…
CONFIDENCE
Confidence
1. I/we are VALUED2. I/we are CAPABLE3. I/we are SUPPORTED4. I/we are
RESPONSIBLE5. I/we are a TEAM
Signs of the Efficient Organization
Emotional• Leadership engaged, available, responsive,
FRIENDLY• People look forward to coming to work, concentrate
on their role in the organization first and foremost• People get along and have open, intelligent, honest
conversations (rivalries and resentments are discussed and managed)
• Smiles are seen, laughter is heard• Slights are dealt with in proportion to their
seriousness• Ideas are shared without fear or envy• Tears of sadness or joy, not frustration• No apologies for honesty
Signs of the Efficient Organization
Operational• People Know Their Role and Take Responsibility—”I
AM” “I WILL” “I CAN”• When someone asks “Why?,” they get an answer• Communication is top-down AND bottom-up –
Complaint + Solution + Authority = Innovation
• Chain of command is clear, makes sense and is respected• Supervisors and line trust each other--NO
MICROMANAGEMENT• Tasks get done in a timely fashion—people ask for help,
responsibility is delegated• Requests are reasonable and “yes” is heard more often than
“no”• The buck stops sooner rather than later• Flexibility—”We’ll try that.”
Signs of the Efficient OrganizationOperational (Continued)• Committees/meetings solve as many problems
as they discuss within a reasonable time frame• Policies are fair and consistent, processes logical
and effective, line workers involved in creation—No “HUH?” Factor
• Criticism is gently given and well-taken: BENEFIT OF THE DOUBT
• Emergencies don’t cause panic• The boss(es) can take criticism AND put it to use
Signs of the Efficient Organization
Technical/Technological• Technology has a purpose • Members understand the purpose and
are trained to use technology well—”Function Keys”
• Facilitates operational and emotional success
The Emotional Themes
The overall emotional theme of a DYSFUNCTIONAL organization is….
The Emotional Themes
The overall emotional theme of a DYSFUNCTIONAL organization is…
DISTRUST
Distrust
1. I/we are MEANINGLESS2. I/we are UNDERTRAINED3. I/we are ON OUR OWN4. I/we are IN THE DARK5. I/we are ALONG FOR
THE RIDE
Signs of the Dysfunctional Organization
Emotional• Absentee leadership OR Hovering management• Frequent interpersonal crises—GRUDGES, TANTRUMS• People dread work, lose sleep, emotionally fear co-worker(s),
call in sick, high/quick turnover, concentrate on outside interests (organizations, associations)
• Behind-the-back sniping, gossip, cattiness, cowardly criticism, cliques (barking dogs)
• People “freak out” when they perceive disrespect (perspective)
• Ideas are sat on out of fear of criticism or lack or recognition/”credit theft”
• Criticism is totally avoided (or is too harsh) and is always taken personally
• General Sense of Frustration/Hopelessness—*SIGH*• People make excuses for themselves and others• “Stinkbugs” (A**holes)—MORE ON THIS LATER
Signs of the Dysfunctional OrganizationOperational• People Avoid Responsibility—”I‘m not” “Not me”
“Sorry, can’t”• When someone asks “Why?,” they get stonewalled• Communication is infrequent, inconsistent and unclear• People go over supervisor’s head, around each other, behind
backs: Constant “Whistleblowing”• No trust, no drive—MICROMANAGEMENT and MOTIVE
QUESTIONING• Tasks go undone, get ignored, get pawned off• Requests are unreasonable and people corner each other into
saying “no”—causes resentment• The buck never stops—”I thought he said he would handle
that!” or “That’s how ‘they’ want it.”• Committees/meetings go on forever, avoid decisions, meet for
sake of “Work-cation”• Policies make no sense or are reactive, processes get
“grandfathered” in—The “Federal Helium Program” Factor• Inflexible—”It can’t be done that way” OR “That will never
work.”
Signs of the Dysfunctional OrganizationTechnical/Technological• Technology for technology’s sake—
Watchfire vs. campfire• Members don’t understand why
something is there, become less efficient
• Leads to frustration and “just doing it by hand”
Negativity: The Core of Dysfunction
Negativity is any verbal or nonverbal behavior that causes others to feel:
Negativity: The Core of Dysfunction
Negativity is any verbal or nonverbal behavior that causes others to feel:
Angry-- “I am under attack”
Negativity: The Core of Dysfunction
Negativity is any verbal or nonverbal behavior that causes others to feel:
Angry
Depressed— “I am powerless”
Negativity: The Core of Dysfunction
Negativity is any verbal or nonverbal behavior that causes others to feel:
Angry
Depressed
Discouraged— “I am failing”
Negativity: The Core of Dysfunction
Negativity is any verbal or nonverbal behavior that causes others to feel:
Angry
Depressed
Discouraged
Anxious– “Danger is imminent”
Negativity: The Core of Dysfunction
Negativity is any verbal or nonverbal behavior that causes others to feel:
Angry
Depressed
Discouraged
Anxious
Hopeless– “I don’t care anymore”
Causes of Negativity Go Both Ways
Top Down:
1. Poor communication
2. Sudden/frequent direction
changes OR poor “change
management”
3. Lack of clear vision
4. Lack of appreciation/
understanding
Causes of Negativity Go Both Ways
Bottom Up
1. Personality issues
2. Resistance to change-
“Change is LOSS.”**
3. Cultural issues
4. Frustration (career, personal)
**1. Meaning 2. Control 3. Competence 4. Relationship(s) 5. Safety/Security
Am I…?
Dysfunctional• Burnt out• Territorial• Bitter• Gruff• Sarcastic/Disrespectful• Secretive/Lonely• Aloof• Frazzled
• Hyperemotional• Cold• Controlling• Too Accommodating/Demanding• Absentminded/Overcommitted• TAKING IT ALL TOO PERSONALLY
Efficient• Eager• Collaborative• Friendly• Available• Confident• Reasonable
• Willing to delegate• Assertive (not aggressive)• Considerate of My Own Schedule
and That of Others• “With It”• Keeping The Job In Perspective
Increasing Efficiency is Decreasing Dysfunction
EMOTIONAL
• Never discount the impact of your emotional state*• Never discount the impact of your co-worker’s emotional state*• Speak up/ask if you are concerned—BE HUMAN• Know your interpersonal rights and assert them—don’t be bullied• Know the rights of others and don’t violate them—don’t be a bully• Report interpersonal issues to a supervisor IF YOU CANNOT WORK
THEM OUT FOR YOURSELF • If you MUST criticize, direct criticism to its target in a civil and
responsible way and offer advice; don’t gossip• Keep your temper, be respectful• Accept compromise (be an adult)• HAVE A SENSE OF HUMOR!
* “The contagion of incivility”
Increasing Efficiency is Decreasing Dysfunction
TECHNICAL/TECHNOLOGICAL
• Assess your training. Is it adequate? If not, say so.• Are machinery/computer issues in the way of
premium performance? If so, put it in writing. Offer a solution, if you can.
• Identify problems technology could possibly solve• Identify problems technology is causing• Be patient
Increasing Efficiency is Decreasing Dysfunction
OPERATIONAL
• Give honest evaluations using constructive language (communicate)
• Never complain without offering a solution—assume the follow-up question: “What can be done about it?” and offer the answer
• CLEARLY assign tasks AND deadlines at the same time—avoid micromanagement (Bird-dog, don’t hound)
• Respect the contract, written and unwritten• Speak up when you feel your training is lacking• Point out problems in a timely manner using the chain of
command• Take responsibility, volunteer, say “YES”• Set deadlines for committee issues• Ask “why” something is the way it is if you don’t understand
Efficiency vs. Effectiveness“Efficiency is doing things right; effectiveness is doing the right things.”
—P. Drucker
Are we doing the right things?
EXCLUSIVE FOR ILA 2014!
The Seven Stinkbugs And How To Deal
1.The Whiner2.The Know-It-All3.The Town Crier4.The Underminer5.The Office Bully6. Eeyore/Debbie Downer7.The Ninja
The Whiner
Feels: Discomfort and Frustration
Lacks: Filter
Discusses: Their immediate emotional state and what/who is causing it.
Blames: Others.
Best Handled by: Limitations. Insist on suggested solutions (in writing?) for every complaint. Assign the implementation of suggestions when possible. Deadlines and consequences.
The Know It All
Feels: Insecurity (or a genuine sense of superiority)
Lacks: Self-awareness
Discusses: What others are doing wrong and how it should be done.
Blames: Others.
Best Handled By: Strategic ignoring. Probing questions. Assignment of responsibilities and deadlines.
The Town Crier
Feels: Unimportant, Powerless, Lacking Attention
Lacks: Empathy
Discusses: The behavior and flaws of other people.
Blames: Whoever they are talking about.
Best Handled By: A good example, first and foremost.
Assess the possible legal impact of their behavior and directly confront the gossiper about the unacceptable nature of their behavior in a timely manner. Give deadlines for change, document the discussion, be prepared to discipline.
The UnderminerFeels: Frustrated at Status, Resentment of Authority
Lacks: Insight
Discusses: How “The Man” (YOU) is keeping everyone down/screwing everything up.
Blames: Higher-Ups
Best Handled By: Confirming suspicions with witnesses, Documenting specific instances.
Clearly explain to the employee the organization’s goals, mission and values. Describe how the specific incidents you documented undermine the basic tenets of the company. Explain the negative effects that resulted from each situation. Discuss what changes the employee must make for him and the organization to succeed.
The BullyFeels: Compulsive need for dominance and control to further a strictly PERSONAL agenda
Lacks: Empathy/Social Conscience
Discusses: Whatever they want, as long as they can harass, intimidate, exploit and insult you or someone else while they do it.
Blames: Whoever is weaker, lower in the organization and less confrontational than they are.
Best Handled By: Direct, firm, rapid confrontation about specific instances of bullying behavior. Team up on the bully.
Because bullies often act in such a way that they are difficult to catch while in the act, a general discussion of the organization’s values—and the consequences for violating them—is often a good starting point for addressing their behavior. Be sure your entire staff knows that the administration takes bullying seriously and will not tolerate it.
Eeyore/Debbie DownerFeels: Low motivation, high frustration
Lacks: Perspective
Discusses: How and why whatever project might be going on will lead to problems and/or failure.
Blames: Whatever is convenient, including themselves
Best Handled By: • Perspective—is the employee an essential element of
balance?• Seeking out the source of the pessimism—why do they
think as they do? History?• Explaining to the employee how their comments and
attitude are perceived and how they affect the attitudes and productivity of the organization.
• Using peer pressure and firmly setting group expectations to help regulate the behavior.
• Insist on suggested solutions (in writing?) for every complaint.
The NinjaFeels: Frustration at status, resentment of authority, need for power and control
Lacks: Forthrightness (Is Two-Faced)
Discusses: What you want to hear (to your face), why you are incompetent (behind your back).
Blames: Whoever/whatever they perceive the audience will agree with—but mostly the boss.
Best Handled By: Direct confrontation and disclosure of awareness. Ninjas prefer to work in secrecy and will often adjust behavior when they are aware that they have been detected and are being watched.
1. Share your observations—Tell the employee what you/your team have seen without offering judgment
“Gloria, I have gotten several reports from staff that you discuss your coworkers in such a way that they feel it is a distraction and
bad for team morale.”
Dr. Marie McIntyre’s Five Steps of Coaching
Behavior
Dr. Marie McIntyre’s Five Steps of Coaching
Behavior1. Share your observations—Tell the employee what
you/your team have seen without offering judgment
“Gloria, I have gotten several reports from staff that you discuss your coworkers in such a way that they feel it is a distraction and
bad for team morale.”
2. Explain why change is needed—Tell the employee why what you have observed must change without offering judgment
“Being talked about can cause co-workers to feel that they are being disrespected and can cause distrust, and co-worker
distrust is bad for morale and creates a difficult work environment.”
3. Discuss Causes and Barriers—Here the employee can explain/offer excuses/try to pass blame, etc. Listen as carefully, calmly and objectively as possible. This is a discussion, not a reprimand. Be careful not to be sidetracked or talked out of your course of action.
Dr. Marie McIntyre’s Five Steps of Coaching
Behavior
Dr. Marie McIntyre’s Five Steps of Coaching
Behavior3. Discuss Causes and Barriers—Here the employee can explain/offer excuses/try to pass blame, etc. Listen as carefully, calmly and objectively as possible. This is a discussion, not a reprimand. Be careful not to be sidetracked or talked out of your course of action.
4. Agree on Strategies for Change— The employee must be allowed to be in control of the improvements you need her to make. Allow them to tell YOU what they can do to fix the situation as much as possible.
“You say you think your behavior has been misjudged. What do you think you can do to change the perception that you are
gossiping?”
5. Provide Ongoing Feedback—This is to let the employee know that you not only continue to monitor their behavior, but that you notice if and when it improves/returns.
“While I was down here I just wanted to say I appreciate you taking the talk we had last month seriously. I haven’t heard any reports of the issue from anyone since. Thank you.”
Dr. Marie McIntyre’s Five Steps of Coaching
Behavior
Document, Document, Document
Find out if your city or departmental HR department has forms for documenting disciplinary/coaching discussions. If so, make it a point to use them.
If not, remember to immediately document discussions according to these elements:
1. What the acceptable standards of performance are.2. How the employee failed to meet those standards.3. The HIGHLIGHTS of the corrective discussion you had
with him/her including the SPECIFIC STEPS they must take to improve.
4. The timeline for improvement.5. The employee’s response and SIGNATURE.
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Recommended Readinghttp://yourofficecoach.com
http://theworkplacetherapist.com
The No-A**hole Rule: Building a Civilized Workplace or Surviving One That Isn’t by Robert I. Sutton, Ph.D. http://bobsutton.typepad.com
The Bully at Work: What You Can Do to Stop the Hurt and Reclaim Your Dignity on the Job by Gary and Ruth Namie
Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman
Emotional Vampires: Dealing With People Who Drain You Dry by Albert Bernstein
The Gentle Art of Verbal Self-Defense at Work by Suzette Elgin, Ph.D.
Great by Choice by Jim Collins and Morten Hansen
The Great Workplace: How to Build it, How to Keep It and Why it Matters by Michael Burchell and Jennifer Robin
Teaming Up: Making the Transition to a Self-Directed Team-Based Organization by Darrel Ray & Howard Bronstein