Group WorkGroup Work

If we recognize how If we recognize how individuals work together individuals work together within a group situation we within a group situation we can play to people’s can play to people’s strengths, overcome strengths, overcome weaknesses and deal with weaknesses and deal with conflict within the group as it conflict within the group as it arises.arises.

Does everyone in the group really Does everyone in the group really agree with one another all the agree with one another all the time or is it in reality a case of time or is it in reality a case of there being one person or a small there being one person or a small section of the group who section of the group who dominate by either bullying or by dominate by either bullying or by using emotional blackmail? The using emotional blackmail? The types of people who sulk if they types of people who sulk if they don't get their own way or try to don't get their own way or try to make other people who don't make other people who don't agree with them look stupid, are agree with them look stupid, are often the ones who have the most often the ones who have the most attention in a group.attention in a group.

Any group of people who Any group of people who come together for the first come together for the first time to work together as a time to work together as a group will undergo roughly group will undergo roughly the same experiences as they the same experiences as they form their 'group' and then form their 'group' and then work toward their end goal. work toward their end goal. This process has been This process has been identified as having five identified as having five distinct stages known as:distinct stages known as:

•• FormingForming •• StormingStorming •• NormingNorming •• PerformingPerforming •• AdjourningAdjourning

Starting Up A Community Starting Up A Community Group -Group -

Getting People To Work Well Getting People To Work Well TogetherTogether

FormingForming - is simply the act of - is simply the act of getting the group together in getting the group together in the first place!the first place!

StormingStorming- recognizes that after the - recognizes that after the honeymoon stage of first getting honeymoon stage of first getting together and wanting to please together and wanting to please each other there will develop a each other there will develop a more 'real' stage with heated more 'real' stage with heated discussions and people discussions and people disagreeing on how best to disagreeing on how best to achieve the groups aims. Into this achieve the groups aims. Into this may well also be added an may well also be added an element of individuals trying to element of individuals trying to take control over or dominate the take control over or dominate the group. Others will simply be trying group. Others will simply be trying to establish their 'role' within the to establish their 'role' within the group.group.

It will be at this stage that that It will be at this stage that that people will come to realize that people will come to realize that the initial 'honeymoon period' of the initial 'honeymoon period' of what they thought was group what they thought was group solidarity and everyone working solidarity and everyone working together is at an end. There will together is at an end. There will most always be friction at this most always be friction at this stage in the group’s development. stage in the group’s development. It is normal and healthy and It is normal and healthy and doesn't automatically mean the doesn't automatically mean the group is going to fragment and fall group is going to fragment and fall apart. It is part of a good leader to apart. It is part of a good leader to recognize this for the group and recognize this for the group and give encouragement.give encouragement.

NormingNorming- following the period of conflict - following the period of conflict that is 'storming' a common that is 'storming' a common agreement over who does what agreement over who does what and how things are done will and how things are done will begin to emerge. Often such begin to emerge. Often such decisions are reached decisions are reached unconsciously within the group, it unconsciously within the group, it is simply accepted who does what is simply accepted who does what and how they do it. Sometimes and how they do it. Sometimes this can be speeded along with a this can be speeded along with a rule making exercise. The focus rule making exercise. The focus should be on rules that promote should be on rules that promote reaching group goals. reaching group goals.

PerformingPerforming

- after the period of stress and - after the period of stress and strain that is storming and strain that is storming and norming things will now start norming things will now start to happen and you can all to happen and you can all begin the serious business of begin the serious business of working together to achieve working together to achieve your goals.your goals.

AdjourningAdjourning- you have all now achieved the - you have all now achieved the job you set out to do and have job you set out to do and have decided to break up and go your decided to break up and go your separate ways but before you do separate ways but before you do finally break up it is an excellent finally break up it is an excellent idea to get together one final time idea to get together one final time and celebrate the group’s and celebrate the group’s achievement. This provides a achievement. This provides a platform for formal recognition platform for formal recognition and by doing so it will encourage and by doing so it will encourage group members into getting group members into getting involved with new projects further involved with new projects further on down the line. on down the line.

Identifying who should run the Identifying who should run the groupgroup

The persons who had the original idea of The persons who had the original idea of forming the group in the first place and forming the group in the first place and then brought everyone together are not then brought everyone together are not the most suited to actually running the the most suited to actually running the group. This may be because although group. This may be because although they are brilliant at seeing the 'bigger they are brilliant at seeing the 'bigger picture' they lack the tact and diplomacy picture' they lack the tact and diplomacy required for being a leader or required for being a leader or alternatively they are weak at seeing the alternatively they are weak at seeing the merit in other peoples opinions or ideas merit in other peoples opinions or ideas or simply they won't take a back seat or simply they won't take a back seat when required and allow others to exploit when required and allow others to exploit their skills and expertise. Persuading their skills and expertise. Persuading such people that they are not the people such people that they are not the people most suited to 'lead' can be very difficult, most suited to 'lead' can be very difficult, but if the group is to be successful it but if the group is to be successful it simply must be done.simply must be done.

The storming and norming phase of the The storming and norming phase of the group’s development should allow an group’s development should allow an opportunity to assess each others opportunity to assess each others strengths and weaknesses and for the strengths and weaknesses and for the group to form a joint decision on who group to form a joint decision on who will 'lead.'will 'lead.'An alternative to selecting a 'fixed' An alternative to selecting a 'fixed' leader might be to agree to 'moving the leader might be to agree to 'moving the chair around' with everyone being given chair around' with everyone being given the opportunity to take a turn chairing the opportunity to take a turn chairing meetings and thereby 'leading' - this is meetings and thereby 'leading' - this is also a good way of developing also a good way of developing everybody's skills and of preventing the everybody's skills and of preventing the group being 'hijacked' by an individual group being 'hijacked' by an individual or small number of people within the or small number of people within the group.group.

Avoid becoming closed off from the Avoid becoming closed off from the outside world. Avoid group think. outside world. Avoid group think. Groups that have been working Groups that have been working together well for a period of time can together well for a period of time can become very inward looking. When this become very inward looking. When this happens it can become very difficult for happens it can become very difficult for potential new members to break in and potential new members to break in and become accepted by the group - this is become accepted by the group - this is a very bad thing! New members will a very bad thing! New members will bring new ideas and new potential ways bring new ideas and new potential ways of resolving problems and stumbling of resolving problems and stumbling blocks - we all run out of new ideas blocks - we all run out of new ideas eventually and new members are vital eventually and new members are vital to keep the momentum of groups going. to keep the momentum of groups going. Consider the Kennedy administration’s Consider the Kennedy administration’s focus on including dissenting views.focus on including dissenting views.

Team BuildingTeam Building Once a group has established Once a group has established itself, effectively it becomes a itself, effectively it becomes a team - this occurs when the team - this occurs when the strengths (and weaknesses) of strengths (and weaknesses) of individual group members has individual group members has been recognized and they have been recognized and they have been given or assumed a role been given or assumed a role within the team (that hopefully within the team (that hopefully will play to their natural will play to their natural strengths.)strengths.)

Often in such situations no Often in such situations no one is responsible for one is responsible for allocating particular roles or allocating particular roles or responsibilities to people but responsibilities to people but there develops an acceptance there develops an acceptance amongst the group that amongst the group that certain people are better at certain people are better at certain things! This process certain things! This process will have happened during the will have happened during the storming and norming phase storming and norming phase whether it was recognized or whether it was recognized or not.not.

It is often the case in smaller It is often the case in smaller groups that there will be more groups that there will be more 'jobs' or roles than people to 'jobs' or roles than people to perform them and it is perfectly perform them and it is perfectly normal for group members to normal for group members to undertake more than one role - undertake more than one role - the key thing to remember is don't the key thing to remember is don't let group members become let group members become overloaded with jobs or overloaded with jobs or responsibility - the route to responsibility - the route to success is to share the workload success is to share the workload over the whole group.over the whole group.

Again, much research has Again, much research has been carried out into teams been carried out into teams and the roles or functions that and the roles or functions that individual group members can individual group members can be required to fill. It is also be required to fill. It is also worth noting that a particular worth noting that a particular role might stay with a group role might stay with a group member or pass between member or pass between group members at different group members at different times in the projects times in the projects development.development.

For a team to work well For a team to work well together and for everything to together and for everything to get done that needs to be get done that needs to be done, on time (and properly done, on time (and properly finished off) team members finished off) team members will have to take on the will have to take on the following roles - don't worry following roles - don't worry about the names that have about the names that have been given to these 'roles' the been given to these 'roles' the important thing is what the important thing is what the people doing them are good people doing them are good at.at.

Identifying potential roles Identifying potential roles within teamswithin teams

The various roles team The various roles team members may take on are...members may take on are...

PlantPlant

-a peculiar title for the group -a peculiar title for the group member who sees the 'bigger member who sees the 'bigger picture', this will be the picture', this will be the person or people who can see person or people who can see all of the issues involved and all of the issues involved and can find new ways of tackling can find new ways of tackling obstacles. obstacles.

ResourcerResourcer- this person (or people) - this person (or people)

will be those who create and will be those who create and develop external contacts for develop external contacts for the group to use - these the group to use - these people are often those good people are often those good at discovering how other at discovering how other groups facing similar groups facing similar problems have overcome problems have overcome them. These people are often them. These people are often also good negotiators for the also good negotiators for the group.group.

CoordinatorCoordinator

- this will be someone who - this will be someone who recognizes the strengths of recognizes the strengths of the others within the group, the others within the group, puts them to work and puts them to work and encourages them to take on encourages them to take on suitable rolessuitable roles

ShaperShaper- someone who tends to keep - someone who tends to keep the whole group focused on the whole group focused on the task in hand and keeps the task in hand and keeps people from wandering off in people from wandering off in other directions away from other directions away from the main goal - this will also the main goal - this will also be a person who can identify be a person who can identify priorities and set achievable priorities and set achievable objectives for the group to objectives for the group to reachreach

EvaluatorEvaluator

-seen by the group as a 'voice -seen by the group as a 'voice of reason' this will be the of reason' this will be the person able to evaluate new person able to evaluate new ideas and proposals, ideas and proposals, identifying any pitfalls and identifying any pitfalls and problems in them before they problems in them before they are reachedare reached

Team Workers Team Workers

- those people in the - those people in the group who create the 'team group who create the 'team spirit' - they tend to jump in spirit' - they tend to jump in and help out wherever and help out wherever necessary when others are necessary when others are struggling. They have the struggling. They have the ability to take other peoples ability to take other peoples ideas and turn them into ideas and turn them into reality.reality.

ImplementerImplementer

- can take the ideas and - can take the ideas and concepts and figure out how concepts and figure out how to actually make them work in to actually make them work in practice.practice.

CompleterCompleter

Finisher Finisher

- these will be group members - these will be group members who keep an eye on the detail who keep an eye on the detail of what still needs to be done of what still needs to be done and make sure that all the and make sure that all the loose ends are finished off loose ends are finished off and not left half done.and not left half done.

SpecialistSpecialist

- group specialists are literally - group specialists are literally the members who will tackle the members who will tackle the specialized areas of the the specialized areas of the project - often taking on and project - often taking on and dealing with technical issues dealing with technical issues and legal matters.and legal matters.

When we work together we When we work together we adopt one, or some of these adopt one, or some of these roles whether we realize it or roles whether we realize it or not. Whatever we have not. Whatever we have chosen to come together to chosen to come together to do - be it to set up a local do - be it to set up a local fishing club, netball team or fishing club, netball team or just to organize a big party for just to organize a big party for friends we will adopt some of friends we will adopt some of these roles.these roles.

In the development of a In the development of a community pressure group community pressure group achieving your goals will be achieving your goals will be far easier if you have an far easier if you have an understanding of how people understanding of how people 'tick' and how they can work 'tick' and how they can work together more effectively.together more effectively.

It is vital to identify the It is vital to identify the strengths and recognize the strengths and recognize the weaknesses of your group weaknesses of your group members - that way you can members - that way you can work to everyone's strengths.work to everyone's strengths.

Welcome new membersWelcome new members •• Be inclusive not Be inclusive not exclusive.exclusive.•• Don't use lots of jargon at Don't use lots of jargon at meetings - this bewilders and meetings - this bewilders and will put off new people will put off new people straight away. straight away. •• Try to identify new Try to identify new member’s strengths and give member’s strengths and give them a part to play that uses them a part to play that uses those strengths. those strengths.

Identify your goalsIdentify your goals

Creating a mission statement Creating a mission statement will help the group focus and will help the group focus and create common goals and create common goals and targets as well as establishing targets as well as establishing an agreed way of achieving an agreed way of achieving those goals.those goals.

Share the loadShare the load

•• Allow everyone to take on Allow everyone to take on some of the responsibility and some of the responsibility and workload. This will avoid some workload. This will avoid some team members feeling team members feeling frustrated and put upon and frustrated and put upon and at the same time prevent at the same time prevent others feeling unfulfilled and others feeling unfulfilled and excluded. excluded.

•• If one person wants to If one person wants to control and dominate all the control and dominate all the time try introducing a time try introducing a 'floating' or 'revolving' chair 'floating' or 'revolving' chair at meetings - this will give at meetings - this will give everyone who wants to a everyone who wants to a chance of taking the lead. chance of taking the lead.

•• Another way of avoiding such Another way of avoiding such a problem long term might be to a problem long term might be to have elected 'officers' e,g, Chair, have elected 'officers' e,g, Chair, Secretary and Treasurer who have Secretary and Treasurer who have to be re-elected every year with to be re-elected every year with the previous position holder being the previous position holder being excluded from being re-elected for excluded from being re-elected for 2 to 3 years after holding office 2 to 3 years after holding office (but this will not be practical in (but this will not be practical in many small groups or those with many small groups or those with only short term goals). only short term goals).

Tell people what you are Tell people what you are doing.doing.

•• Regularly update both Regularly update both everyone in the group and the everyone in the group and the outside world about how you outside world about how you are progressing. are progressing.

•• Leaflets and newsletters Leaflets and newsletters are cheap effective tools for are cheap effective tools for informing both your members informing both your members and the community of what and the community of what you are doing - and are a you are doing - and are a good way of seeking new good way of seeking new recruits to the group recruits to the group

Formalizing the groupFormalizing the group

In order to be able to be really In order to be able to be really recognized in order to attract recognized in order to attract or be eligible for potential or be eligible for potential funding you will need to be funding you will need to be able to demonstrate your able to demonstrate your group is both run group is both run democratically and is open to democratically and is open to the whole community.the whole community.

You will therefore have to You will therefore have to formalize a committee to steer the formalize a committee to steer the group. Such a committee will need group. Such a committee will need to have a minimum of 3 identified to have a minimum of 3 identified positions with recognized positions with recognized responsibilities. responsibilities.

These are:These are:

The Chair -The Chair - to run meetings to run meetings and ensure the group is on course.and ensure the group is on course.

The Secretary -The Secretary -

to prepare minutes and to prepare minutes and agendas for meetings and be agendas for meetings and be responsible for ensuring the responsible for ensuring the membership and the wider membership and the wider world are informed of what world are informed of what the group is doing and the group is doing and planning.planning.

The Treasurer -The Treasurer -

takes responsibility for the takes responsibility for the group’s finances and for group’s finances and for maintaining the records of maintaining the records of income and expenditure.income and expenditure.

In order to be able to keep track of In order to be able to keep track of who is responsible for doing what who is responsible for doing what and when the group should draw and when the group should draw up a Constitution. This document up a Constitution. This document at a minimum should outline:at a minimum should outline:

•• How the group is organized.How the group is organized.

•• Who is responsible for what? Who is responsible for what?

•• How committee members are How committee members are selected and made accountable. selected and made accountable.

The minimum information The minimum information such a Constitution would such a Constitution would therefore contain would be:therefore contain would be:

•• The name of the group The name of the group

•• The aims of the group The aims of the group (effectively a Mission (effectively a Mission Statement) Statement)

•• Who is eligible to join the Who is eligible to join the group? group?

•• An Equal Opportunities An Equal Opportunities statement statement

•• The General Rules the The General Rules the group has agreed to and the group has agreed to and the procedure required to alter or procedure required to alter or amend these rules and amend these rules and regulations regulations

•• Details for an Annual Details for an Annual General Meeting General Meeting

•• An outline of financial An outline of financial recording and accountability recording and accountability

•• Quorum details - (details Quorum details - (details of the minimum number of of the minimum number of people attending a group people attending a group meeting for it to be meeting for it to be considered 'legal' and binding considered 'legal' and binding on all members) on all members)

•• The procedure in place The procedure in place for shutting down and winding for shutting down and winding up the group and its activities up the group and its activities (including how any group (including how any group assets will be disposed of) assets will be disposed of)

Trying to establish and maintain Trying to establish and maintain any group activity is not easy. any group activity is not easy. There will always be people who There will always be people who have different or opposing ideas have different or opposing ideas to our own, but the trick really is to our own, but the trick really is to see that these people are a to see that these people are a potential asset to us and not a potential asset to us and not a liability. None of us has the liability. None of us has the answers to every question, answers to every question, obstacle, or event, but others with obstacle, or event, but others with different life experiences to our different life experiences to our own may well possess such own may well possess such answers. Don't be afraid to draw answers. Don't be afraid to draw on such wisdom and put it to good on such wisdom and put it to good use.use.

Likewise, not everyone is good at Likewise, not everyone is good at detail work whilst others struggle detail work whilst others struggle to see the overall picture - make to see the overall picture - make use of what people are good at use of what people are good at and if you can help it don't and if you can help it don't pigeonhole them into jobs they pigeonhole them into jobs they are not suited to. Community are not suited to. Community Group work is mostly undertaken Group work is mostly undertaken on a voluntary basis and group on a voluntary basis and group members who feel comfortable in members who feel comfortable in their role are far more likely to their role are far more likely to stick around for awhile.stick around for awhile.

Whatever stage you are at in Whatever stage you are at in forming or running your group forming or running your group take heart - by reading this guide take heart - by reading this guide you are willing to acknowledge you are willing to acknowledge there might be other different there might be other different (and possibly better ways) of (and possibly better ways) of doing things - by recognizing this, doing things - by recognizing this, half your battle is already won.half your battle is already won.

From portions of:From portions of:

http://www.scips.org.uk/http://www.scips.org.uk/group9.htmlgroup9.html

Historical perspectives on Historical perspectives on communities communities

The concept of communityThe concept of community-ecological entity, social -ecological entity, social organization, moral or spiritual organization, moral or spiritual phenomena, psychological phenomena, psychological prepositionprepositionSocial systems framework for Social systems framework for understanding communitiesunderstanding communitiesElements of rural community Elements of rural community analysisanalysis

DemographyDemographyEcologyEcologyHistoryHistoryCultureCulture

Rural community subsystems Rural community subsystems – economic, religion, – economic, religion, government, education, government, education, health and welfarehealth and welfare

Model and Methodology for Model and Methodology for community studycommunity study

Choosing a community to Choosing a community to studystudy

How do you enter a How do you enter a communitycommunity

Sources of community dataSources of community data

What does community mean in this What does community mean in this text? It is the social networks of text? It is the social networks of lesbians and is more than just a lesbians and is more than just a description of the population of people description of the population of people who describe themselves as lesbian. who describe themselves as lesbian. Consider in the context of sexual Consider in the context of sexual orientation, that people are not just orientation, that people are not just either/or. Lesbian may describe either/or. Lesbian may describe someone who is exclusively involved someone who is exclusively involved with same sex or it may describe with same sex or it may describe someone who is rarely involved. someone who is rarely involved. Generally it is the person’s view of who Generally it is the person’s view of who they are. they are.

It is a continuing collectivity of individuals It is a continuing collectivity of individuals who share some significant activity and who , who share some significant activity and who , out of a history of continuing interaction out of a history of continuing interaction based on that activity, begin to generate a based on that activity, begin to generate a sense of a bounded group possessing special sense of a bounded group possessing special norms. A group identity based on sexual norms. A group identity based on sexual preference. subcultural values, which are preference. subcultural values, which are basically feminist in origin.basically feminist in origin.

It is not a place or geographic entity. it is a It is not a place or geographic entity. it is a set of ties and relationships. shared values, set of ties and relationships. shared values, institutional base (where one can congregate institutional base (where one can congregate and what facilities might offer support)and what facilities might offer support)

What happens when one loses a What happens when one loses a culture? What if you don’t fit in culture? What if you don’t fit in the majority world? What if you the majority world? What if you are ashamed of the backward are ashamed of the backward nature of your family of origin? nature of your family of origin? What does family or origin mean What does family or origin mean to you?to you?

Government is our friend. Government is our friend.

What is it? It is the way that groups of people What is it? It is the way that groups of people organize society to be civil. Without organize society to be civil. Without government, chaos reigns, the strongest government, chaos reigns, the strongest survives, it is a way to ensure unity of survives, it is a way to ensure unity of purpose, collective problem solving (water, purpose, collective problem solving (water, electricity, protection, art, history, music) electricity, protection, art, history, music) without rules of some sort, one loses the without rules of some sort, one loses the ability to predict or plan for the future. Even ability to predict or plan for the future. Even the smallest group will form rules that will the smallest group will form rules that will govern behaviors and shape society.govern behaviors and shape society.

We all believe in it.We all believe in it. We believe it must be effectiveWe believe it must be effective Problems in government are Problems in government are

usually systemic not personnel usually systemic not personnel oriented. oriented.

Government should take a new Government should take a new look at the way it does its look at the way it does its business and move away from business and move away from traditional polarized thoughts traditional polarized thoughts such as liberal vs. conservative.such as liberal vs. conservative.

We believe in equity and equal We believe in equity and equal opportunity for all citizens.opportunity for all citizens.

Confidence in government and public service is at a Confidence in government and public service is at a low in America. Beginning in the late 1970’s there low in America. Beginning in the late 1970’s there was a tax payer’s revolt. It came on the heels of the was a tax payer’s revolt. It came on the heels of the 4000 dollar hammer, welfare queens, and a litany of 4000 dollar hammer, welfare queens, and a litany of other excesses in government that resulted in a other excesses in government that resulted in a degradation of the public servant and governmental degradation of the public servant and governmental entities. The general move of the welfare state from entities. The general move of the welfare state from providing for its citizenry to making everyone pay for providing for its citizenry to making everyone pay for services, became the key issue in deciding public services, became the key issue in deciding public policy. This thinking of ‘holding people accountable’ policy. This thinking of ‘holding people accountable’ for services led ultimately to the dismantling of the for services led ultimately to the dismantling of the welfare state. The five year lifetime limit for public welfare state. The five year lifetime limit for public assistance drew a line in the sand for public assistance drew a line in the sand for public responsibility for the poor. ‘we will help you a little responsibility for the poor. ‘we will help you a little but we will make it difficult to receive assistance and but we will make it difficult to receive assistance and it will come with enormous strings attached that will it will come with enormous strings attached that will ensure you get out of the welfare trap or you will be ensure you get out of the welfare trap or you will be on you own. This suspicion is a reflection of how on you own. This suspicion is a reflection of how many view government. That it is a necessary evil many view government. That it is a necessary evil and that less is better.and that less is better.

Macro organizational issuesMacro organizational issues

Environmental determination of Environmental determination of organizationsorganizations

Organizations as structures to Organizations as structures to implement social policyimplement social policy

The roles and goals of The roles and goals of organizations within communitiesorganizations within communities

In reinventing government, the school district in Harlem In reinventing government, the school district in Harlem had just about given up, when Anthony Alvarado and had just about given up, when Anthony Alvarado and some teachers developed an alternative school for the some teachers developed an alternative school for the more incorrigible. Each of the new schools demanded more incorrigible. Each of the new schools demanded the students wear uniforms, were very non traditional the students wear uniforms, were very non traditional and each school had its own focus. Each school allowed and each school had its own focus. Each school allowed its teachers a good deal of latitude in presenting its teachers a good deal of latitude in presenting classes. Then they let the parents and students choose classes. Then they let the parents and students choose the schools they wanted to attend. the schools they wanted to attend.

This provided input from the parents and students on This provided input from the parents and students on what they believed to be important. Schools that were what they believed to be important. Schools that were not well attended were closed or the faculty changed. not well attended were closed or the faculty changed. This competitiveness within the public school campuses This competitiveness within the public school campuses was a new way to look at the provision of public was a new way to look at the provision of public service. It had been, take it or leave it, but now a service. It had been, take it or leave it, but now a competitive edge was at each campus, in each competitive edge was at each campus, in each teacher’s lesson plans, and the teachers rose to the teacher’s lesson plans, and the teachers rose to the occasion and reported being charged up by the occasion and reported being charged up by the competition. competition.

Getting rid of the $4000 hammer Getting rid of the $4000 hammer in the military and developing in the military and developing rules that make sense is another rules that make sense is another way of inventing government or way of inventing government or allowing an entrepreneurial spirit allowing an entrepreneurial spirit to permeate one’s approach to to permeate one’s approach to service.service.

Bureaucracy used to have a good Bureaucracy used to have a good reputation. In early America, in the reputation. In early America, in the late 1800’s government was run on a late 1800’s government was run on a large scale much like boss hog ran his large scale much like boss hog ran his county or judge Roy Bean ran Pecos county or judge Roy Bean ran Pecos County, dispensing favors for votes County, dispensing favors for votes and lucrative contracts let by the and lucrative contracts let by the government to friends and family. The government to friends and family. The move to formalize a management move to formalize a management system that got around the political system that got around the political bosses, eliminated cronyism, bosses, eliminated cronyism, nepotism, and party favors, was a key nepotism, and party favors, was a key to creating good government. to creating good government.

Despite its detractors, well run Despite its detractors, well run government saved America during the government saved America during the depression. Though some blame the depression. Though some blame the democrats for creating the welfare state, democrats for creating the welfare state, it pulled the country out of a devastating it pulled the country out of a devastating depression, and is directly responsible depression, and is directly responsible for a good deal of the wealth of today. for a good deal of the wealth of today. Things such a dental care, public health, Things such a dental care, public health, public education, public higher public education, public higher education, good water systems, all came education, good water systems, all came out of the New Deal, Public Works out of the New Deal, Public Works Projects and other governmental Projects and other governmental programs that began in the 1930’s under programs that began in the 1930’s under FDR. These were very brave ideas at the FDR. These were very brave ideas at the time and fit a spirit of entrepreneurship.time and fit a spirit of entrepreneurship.

Profit, nonprofit and private not for Profit, nonprofit and private not for profit organizationsprofit organizations

Business has fundamental differences Business has fundamental differences with governmental parameters. At the with governmental parameters. At the heart of business is profit while service heart of business is profit while service is at the heart of government. is at the heart of government. Business gets is revenue from profits Business gets is revenue from profits or sales, while government gets it from or sales, while government gets it from taxes. The priority for a government taxes. The priority for a government work is to not make a mistake that work is to not make a mistake that gets him noticed. For the business gets him noticed. For the business man it is to make a profit, regardless man it is to make a profit, regardless of how many mistakes he makes. The of how many mistakes he makes. The concept of risk is vastly different.concept of risk is vastly different.

Privatization of human service Privatization of human service organizationsorganizations

This has been a push for the past several decades. This has been a push for the past several decades. One thought is that privatization puts money One thought is that privatization puts money directly into the local economy through private directly into the local economy through private providers and that this should always be viewed as providers and that this should always be viewed as the preferred function of government. The counter the preferred function of government. The counter to this is that when private providers are used that to this is that when private providers are used that there is a presumption that profit is being made in there is a presumption that profit is being made in the delivery of services to the public and that his the delivery of services to the public and that his can lead to price gouging or conflict of interest. (ie. can lead to price gouging or conflict of interest. (ie. That the private provider would tend to maximize That the private provider would tend to maximize those services that provided the provider with the those services that provided the provider with the highest profit, further the provision of services by a highest profit, further the provision of services by a provider would more likely tend to meet the bid provider would more likely tend to meet the bid specs vs the true need in a dynamic society, specs vs the true need in a dynamic society, locking the system in place long after the need locking the system in place long after the need had changed or been eliminated.) A counter had changed or been eliminated.) A counter argument can be made for government in this argument can be made for government in this area. area.

For instance we still have an agency who ensures For instance we still have an agency who ensures that we keep national helium reserves dating back that we keep national helium reserves dating back to the days of the dirigibles or blimps incase the to the days of the dirigibles or blimps incase the government ever decides to float a fleet of them government ever decides to float a fleet of them again. One argument for privatization is the idea again. One argument for privatization is the idea that private business can alter or retool more quickly that private business can alter or retool more quickly in its provision of services than government and that in its provision of services than government and that their motivation to change can be more readily their motivation to change can be more readily affected, that they will tend to be more aware of the affected, that they will tend to be more aware of the needs of the customer. It is rare private business needs of the customer. It is rare private business that does not take pains to ensure that its product is that does not take pains to ensure that its product is what the customer wants. The watch word for the what the customer wants. The watch word for the 1990’s was viewing the recipient of services as a 1990’s was viewing the recipient of services as a customer and react accordingly. Some compromise customer and react accordingly. Some compromise is clearly needed. We want the best of good business is clearly needed. We want the best of good business operating with the understanding of good operating with the understanding of good government of the particular needs of the populace. government of the particular needs of the populace.

Alternatives to standard service delivery:Alternatives to standard service delivery:

Traditional functions:Traditional functions: Creating legal rules and sanctionsCreating legal rules and sanctions Regulation or deregulationRegulation or deregulation Monitoring and investigationMonitoring and investigation LicensingLicensing Tax policyTax policy GrantsGrants SubsidiesSubsidies LoansLoans Loan GuaranteesLoan Guarantees ContractingContracting

Innovative:Innovative:

FranchisingFranchising Public-private partnershipsPublic-private partnerships Pubic=Public partnershipsPubic=Public partnerships Quasi-public corporationsQuasi-public corporations Public enterprisePublic enterprise ProcurementProcurement InsuranceInsurance RewardsRewards Changing public investment policyChanging public investment policy Technical AssistanceTechnical Assistance InformationInformation ReferralReferral VolunteersVolunteers VouchersVouchers Impact feesImpact fees Catalyzing nongovernmental effortsCatalyzing nongovernmental efforts Convening nongovernmental leadersConvening nongovernmental leaders Jawboning or public forumsJawboning or public forums

Avant-Garde:Avant-Garde:

Seed moneySeed money Euity investmentsEuity investments Voluntary associationsVoluntary associations Coporductoin or self-helpCoporductoin or self-help Quid Pro QuosQuid Pro Quos Demand managementDemand management Sale, exchange, or use of propertySale, exchange, or use of property Restructuring the marketRestructuring the market

Is your organization open to new ideas from all Is your organization open to new ideas from all levels, or must ideas come up through the chain. Can levels, or must ideas come up through the chain. Can one part of an organization meet with another and one part of an organization meet with another and share ideas or enter a joint venture or try out a new share ideas or enter a joint venture or try out a new idea together. Vertical organizations have a top idea together. Vertical organizations have a top down chart. Information travels down from boss to down chart. Information travels down from boss to boss to boss and information travels up the same boss to boss and information travels up the same way. In a horizontal organization there is a way. In a horizontal organization there is a presumption that every one knows their respective presumption that every one knows their respective jobs and is competent and motivated to do it, so the jobs and is competent and motivated to do it, so the typical management structure is much less needed. typical management structure is much less needed. Much as a chief of staff at a hospital. Yes the chief Much as a chief of staff at a hospital. Yes the chief manages, but he does not attempt to tell the doctors manages, but he does not attempt to tell the doctors under him what to do, the management is more under him what to do, the management is more directed to coordination of ideas and methods, not directed to coordination of ideas and methods, not enforcing methods. Some jobs are more open to this enforcing methods. Some jobs are more open to this sort of management. The argument is that all jobs sort of management. The argument is that all jobs would benefit from more of the horizontal approach would benefit from more of the horizontal approach as the vertical arrangements tend to smother as the vertical arrangements tend to smother creativity.creativity.

Agency study methodologyAgency study methodology

Total Quality management Total Quality management processesprocesses

Quality circlesQuality circles Bottom up assessment, customer Bottom up assessment, customer

sensitivity.sensitivity.

Organization: Organization:

:social units deliberately constructed :social units deliberately constructed and reconstructed to seek specific and reconstructed to seek specific goals.goals.

: an organization is a collection of : an organization is a collection of people engaged in specialized and people engaged in specialized and interdependent activity to accomplish a interdependent activity to accomplish a goal or mission.goal or mission.

: as systems of continuous, purposive, : as systems of continuous, purposive, goal-oriented activity involving two or goal-oriented activity involving two or more people.more people.

Note that any group can be considered Note that any group can be considered an organization. In this context the key an organization. In this context the key is ‘together toward a goal’, a goal is ‘together toward a goal’, a goal directed group. This could be a Seal directed group. This could be a Seal Team from Rainbow Six, a garden club, a Team from Rainbow Six, a garden club, a Sunday School class.Sunday School class.

Important are the rules that the group Important are the rules that the group sets for itself and how it elects to make sets for itself and how it elects to make decisions. In systems theory we have decisions. In systems theory we have seen how the system can be greater seen how the system can be greater than its parts, or a system can develop a than its parts, or a system can develop a life of its own. The organization theory life of its own. The organization theory holds the same for the organization of holds the same for the organization of group. There are many instances in group. There are many instances in human history that reflect this. The ice human history that reflect this. The ice age mastodon hunters were able to age mastodon hunters were able to bring down an animal hundreds of times bring down an animal hundreds of times their size through an organized their size through an organized approach, doing something a single approach, doing something a single person could never do. Imagine for a person could never do. Imagine for a minute why this might be possible.minute why this might be possible.

Consider a troup of 100 spear wielding people Consider a troup of 100 spear wielding people attacking a mastodon one at a time with no attacking a mastodon one at a time with no organization. 100 flattened corpes left, 1 organization. 100 flattened corpes left, 1 mildly bored mastodon. With organization mildly bored mastodon. With organization (read clan of the cave bear), a few brave and (read clan of the cave bear), a few brave and quick hunter can amplify the strength and quick hunter can amplify the strength and catch the animal in areas of vulnerability. How catch the animal in areas of vulnerability. How did this occur? Did a wise iceman suddenly did this occur? Did a wise iceman suddenly see how it might be done? Anthropologists see how it might be done? Anthropologists suggest that this behavior came to the ice age suggest that this behavior came to the ice age people from viewing the wolf packs. Fossil and people from viewing the wolf packs. Fossil and cave paintings reflect the reverence for cave paintings reflect the reverence for wolves. They dressed in their skins and wolves. They dressed in their skins and performed ritualized dances in honor of the performed ritualized dances in honor of the wolf. It would much less of a jump for a wolf. It would much less of a jump for a poorly organized troup to learn from poorly organized troup to learn from observing a wolf pack bringing down a large observing a wolf pack bringing down a large bison or elk and from there make tentative bison or elk and from there make tentative attempts with larger animals by mimicking the attempts with larger animals by mimicking the same strategies.same strategies.

Are we then a modern pack of wolves Are we then a modern pack of wolves and have this in our heritage? The and have this in our heritage? The definition of an organization goal fits definition of an organization goal fits this model: the desired or intended this model: the desired or intended ends or results to be achieved by an ends or results to be achieved by an organization or as a ‘desired state of organization or as a ‘desired state of affairs which the organization affairs which the organization attempts to realized,’ can be well attempts to realized,’ can be well viewed through the eyes of the wolf viewed through the eyes of the wolf pack, the ice men’s tribe, the Seal pack, the ice men’s tribe, the Seal team, the workers in a unit, the team, the workers in a unit, the community group, the union community group, the union members, Sunday school class, or the members, Sunday school class, or the Optimist club. Each form from shared Optimist club. Each form from shared goals and are the most effective when goals and are the most effective when they share a vision that contributes to they share a vision that contributes to the overall survival and maintenance the overall survival and maintenance of the organization.of the organization.

Social care goals are those Social care goals are those directed to changing the directed to changing the environment in order for people environment in order for people to improve the quality of their to improve the quality of their lives and reach maximum lives and reach maximum potential.potential.

Social control relates to control Social control relates to control of other who might interfere of other who might interfere with their own goals or the goals with their own goals or the goals of others.of others.

Rehabilitation are those directed Rehabilitation are those directed toward changing individuals so toward changing individuals so they will have improved quality they will have improved quality of life and better opportunity to of life and better opportunity to reach their fullest potential.reach their fullest potential.

Goal Displacement is when a new Goal Displacement is when a new goal contradicts an existing one.goal contradicts an existing one.

Goal succession is when one goal Goal succession is when one goal is replaced by another, such as is replaced by another, such as when a drunk challenges someone when a drunk challenges someone to step out side and when the to step out side and when the other stands, reveals that he is other stands, reveals that he is 6’8” and weighs 250 with no neck 6’8” and weighs 250 with no neck and his goal alters to finding a and his goal alters to finding a back door to slip out quietly.back door to slip out quietly.

Scientific or classical management Scientific or classical management theory: theory:

Frederick Taylor, an engineer, Frederick Taylor, an engineer, cir 1895, put forth this model for cir 1895, put forth this model for organizational management.organizational management.

EfficiencyEfficiency EffectivenessEffectiveness

Science of workScience of work Scientific selection and training Scientific selection and training

of staffof staff Management’s work with staff in Management’s work with staff in

implementation implementation Management’s planning and Management’s planning and

development of procedural rules development of procedural rules for staff to followfor staff to follow

Bureaucracy:Bureaucracy:

Classic model of organizations put forth by Max Classic model of organizations put forth by Max Weber (1864-1920)Weber (1864-1920)

It can be synonymous with organization.It can be synonymous with organization. stable and officially stated structure of authority, an stable and officially stated structure of authority, an

organizational chart.organizational chart. a hierarchy clearly defines who is over whoma hierarchy clearly defines who is over whom a record of transactions, regulations, and policies a record of transactions, regulations, and policies

kept over timekept over time specialized training for managementspecialized training for management official duties take precedenceofficial duties take precedence follows stable rulesfollows stable rules career oriented approach to workcareer oriented approach to work management is apart from owners management is apart from owners management has authority to delegate resourcesmanagement has authority to delegate resources

Why does it now have a negative stereotype? Why does it now have a negative stereotype? During the late 1940’s and through the 1950’s During the late 1940’s and through the 1950’s in America there was much more exposure to in America there was much more exposure to heavy industry than ever before for most of heavy industry than ever before for most of American’s. During the building of heavy American’s. During the building of heavy industry for WWII there was a tremendous industry for WWII there was a tremendous growth in companies. Small machine shops that growth in companies. Small machine shops that had ten to 20 workers suddenly faced staffing had ten to 20 workers suddenly faced staffing major production lines of hundreds and even major production lines of hundreds and even thousand’s of employees. This required a thousand’s of employees. This required a tremendous shift in the development of rules tremendous shift in the development of rules and policies that felt to be necessary in the and policies that felt to be necessary in the maintenance of large production lines and large maintenance of large production lines and large numbers of staff. With the downsizing that numbers of staff. With the downsizing that came following the end of the war and even came following the end of the war and even more following the end of the Korean conflict, more following the end of the Korean conflict, these massive bureaucracies were viewed from these massive bureaucracies were viewed from the smaller, newer companies that took the the smaller, newer companies that took the place of the larger more well established place of the larger more well established company.company.

Also, the new business climate was much Also, the new business climate was much different. Instead of building more of what was different. Instead of building more of what was being built, new ideas resulted in new inventions being built, new ideas resulted in new inventions and new wealth (the 1950’s were a time of great and new wealth (the 1950’s were a time of great prosperity, due in part to the energy of men prosperity, due in part to the energy of men returning from the war who came back trained, returning from the war who came back trained, used to a certain life style, exposed to new ideas, used to a certain life style, exposed to new ideas, and the GI bill). With new wealth came demand and the GI bill). With new wealth came demand for goods, both new and old. People wanted new for goods, both new and old. People wanted new cars with new and better options, new cars with new and better options, new refrigerators, newly designed radios, recording refrigerators, newly designed radios, recording processes, television, color television, etc. all processes, television, color television, etc. all required a different sort of company, one that required a different sort of company, one that could adjust to a new product, envision a new could adjust to a new product, envision a new product based on it’s need, get the new product product based on it’s need, get the new product into production and into the market quickly. into production and into the market quickly. Companies had to be able to completely retool in Companies had to be able to completely retool in a matter of months or even weeks, a task that a matter of months or even weeks, a task that used to take years if not end the life of most used to take years if not end the life of most companies.companies.

This requires a much more This requires a much more flexible approach to flexible approach to management and some of the management and some of the regulations became to be seen regulations became to be seen in a negative light, as standing in a negative light, as standing in the way of progress. The Old in the way of progress. The Old guard was often let go as they guard was often let go as they had difficulty letting loose of the had difficulty letting loose of the tight strands of red tape that tight strands of red tape that held the old organization (and held the old organization (and their positions in it in place.their positions in it in place.

This set the stage for human relations This set the stage for human relations theory of organizational management. The theory of organizational management. The old operated on the notion of X or Y old operated on the notion of X or Y theory. The management viewed theory. The management viewed production staff as only interested in production staff as only interested in tangible rewards or punishments in terms tangible rewards or punishments in terms of how they would respond to of how they would respond to management. This was called X theory of management. This was called X theory of management. At the other end of the management. At the other end of the spectrum was the career management spectrum was the career management person who was felt to be in his place due person who was felt to be in his place due to company loyalty and a shared vision. to company loyalty and a shared vision. This reflected the Y theory, that someone This reflected the Y theory, that someone does something for more intrinsic rewards does something for more intrinsic rewards instead of extrinsic rewards. instead of extrinsic rewards.

X: inherent dislike for work; must X: inherent dislike for work; must be forced or threatened directly be forced or threatened directly with job loss or pay loss; inherent with job loss or pay loss; inherent preference for being directed and preference for being directed and shuns responsibility. Security shuns responsibility. Security criticalcritical

(better fits with the classical (better fits with the classical approach)approach)

Y: expects to work as a part of life Y: expects to work as a part of life goals; self directed to objectives to goals; self directed to objectives to which they are commited; self which they are commited; self actualization is highest goal; actualization is highest goal; wants responsibility; untapped wants responsibility; untapped creativity pool; untapped potential creativity pool; untapped potential in everyone.in everyone.

(better fits with the human (better fits with the human relations approach)relations approach)

Due much to the increase in production Due much to the increase in production and the critical needs the war effort and the critical needs the war effort placed on management and owners, the placed on management and owners, the field was hungry for increasing the level field was hungry for increasing the level of information about management. The of information about management. The Hawthorne Studies, by Elton Mayo Hawthorne Studies, by Elton Mayo showed that any attention provided to showed that any attention provided to workers increased their output (they workers increased their output (they tried various levels of lighting and work tried various levels of lighting and work increased under all conditions as long increased under all conditions as long as the workers were aware that an as the workers were aware that an experiment was underway) It became experiment was underway) It became called the Hawthorne Effect. Also called the Hawthorne Effect. Also noted was the tendency for the group to noted was the tendency for the group to set normative work expectations for the set normative work expectations for the group, apart from management.group, apart from management.

This surprised management This surprised management theorist and began a focus more theorist and began a focus more on some of the more esoteric and on some of the more esoteric and heretofore undiscussed issues heretofore undiscussed issues such as the effect of group such as the effect of group dynamics, small group behaviors, dynamics, small group behaviors, what makes a good leader, how what makes a good leader, how decisions are made, routes of decisions are made, routes of communication, and ways of communication, and ways of sharing goals.sharing goals.

As open systems an organization would have the As open systems an organization would have the following characteristics:following characteristics:

importation of energyimportation of energy throughput: use energy to produce goods or provide throughput: use energy to produce goods or provide

servicesservices outputoutput systems as cycles of events: Self replicatingsystems as cycles of events: Self replicating negative entropy: something to fight chaosnegative entropy: something to fight chaos information input, negative feedback and the coding information input, negative feedback and the coding

process: evaluation processprocess: evaluation process steady state and dynamic homeostasis: a movable steady state and dynamic homeostasis: a movable

balance established by organizations taking in energy balance established by organizations taking in energy and information, using it, then exporting it in return and information, using it, then exporting it in return for needed resources in a functional way. A dynamic for needed resources in a functional way. A dynamic movable balance.movable balance.

differentiation :to greater complexity and greater differentiation :to greater complexity and greater specialization of functionspecialization of function

equfinality : the attainment of goals via different pathsequfinality : the attainment of goals via different paths

Contingency theory: that Contingency theory: that organization always make decisions organization always make decisions on incomplete information and that on incomplete information and that every decision is made in the every decision is made in the context of all other issues. Sounds a context of all other issues. Sounds a good deal like the ‘person-in-the-good deal like the ‘person-in-the-situation’ theory. Decision making is situation’ theory. Decision making is always made with incomplete always made with incomplete information. Monday morning information. Monday morning quarter backing is not a decision. It quarter backing is not a decision. It is too late. The great managers are is too late. The great managers are often viewed in awe as near fortune often viewed in awe as near fortune tellers. “how did they know this tellers. “how did they know this would work?”would work?”

“ “ They had to have known something They had to have known something we didn’t know.” Often from a we didn’t know.” Often from a distance managers are viewed highly distance managers are viewed highly critically in that their decisions may critically in that their decisions may not be what the production worker not be what the production worker would have made in part due to the would have made in part due to the necessity of the manager to forecast necessity of the manager to forecast what will be needed a month to a what will be needed a month to a year in advance on a production line year in advance on a production line or in a decision that might impact or in a decision that might impact the environment in which production the environment in which production or service occurs.or service occurs.

Negatives aspects of Theory X or Negatives aspects of Theory X or the classical management the classical management approach.approach.

Negative aspects of Theory Y or Negative aspects of Theory Y or the Human Relations Perspective.the Human Relations Perspective.

Positive?Positive?

Organizational Culture: How things Organizational Culture: How things are done around here? The real are done around here? The real organizational chart. Who has the organizational chart. Who has the dirt? Who wields the real power? dirt? Who wields the real power? How are decisions really made? How are decisions really made? Who is the fair haired who have Who is the fair haired who have their ideas listened to more their ideas listened to more seriously?seriously?

Oligarchy: decisions controlled by a few. Oligarchy: decisions controlled by a few. A failing of organizations is that they A failing of organizations is that they almost always eventually see their almost always eventually see their maintenance as becoming a primary goal maintenance as becoming a primary goal vs the original goal that created the vs the original goal that created the organization. Perhaps this is part of organization. Perhaps this is part of human nature. The self interest of the human nature. The self interest of the rulers prohibit major change, especially rulers prohibit major change, especially any change that does not benefit or any change that does not benefit or especially change that puts their roles especially change that puts their roles and lines of information at risk. Avoid and lines of information at risk. Avoid change or disenstion at all costs, avoid change or disenstion at all costs, avoid making waves, those that do are not making waves, those that do are not reinforced or rewarded.reinforced or rewarded.

Consensus organizations: any Consensus organizations: any enterprise in which control resets enterprise in which control resets ultimately and overwhelmingly ultimately and overwhelmingly with the members-employees-with the members-employees-owners, regardless of the owners, regardless of the particular legal framework through particular legal framework through which it is achieved. We’re all in which it is achieved. We’re all in this together approach. All for one, this together approach. All for one, one for all. Where would this idea one for all. Where would this idea work best? Who is in charge?work best? Who is in charge?

Consensus:Consensus:

I believe that you understand my point of viewI believe that you understand my point of view I believe that I understand your point of view.I believe that I understand your point of view. Whether or not I prefer this decision, I will support it, Whether or not I prefer this decision, I will support it,

because it was arrived at in an open and fair manner.because it was arrived at in an open and fair manner. TQMTQM focus on the consumer of the organization’s servicesfocus on the consumer of the organization’s services involvement of everyone in the organization in pursuit involvement of everyone in the organization in pursuit

of qualityof quality a heafvy empasis on temworka heafvy empasis on temwork encouragement of all employees to think agbou tand encouragement of all employees to think agbou tand

pursue quality whtint he organizationpursue quality whtint he organization mistakes are not to be covered up but ar to be used as mistakes are not to be covered up but ar to be used as

learning experiences opportunitieslearning experiences opportunities workers are encouraged ot work out problems solvable workers are encouraged ot work out problems solvable

at their level and not to pass them along to the next at their level and not to pass them along to the next levellevel

everyone is on the quality team and everyone is everyone is on the quality team and everyone is responsible and encouraged to pursue qualityresponsible and encouraged to pursue quality

As open systems an organization would have the following As open systems an organization would have the following characteristics:characteristics:

importation of energyimportation of energy throughput: use energy to produce goods or provide throughput: use energy to produce goods or provide

servicesservices outputoutput systems as cycles of events: Self replicatingsystems as cycles of events: Self replicating negative entropy: something to fight chaosnegative entropy: something to fight chaos information input, negative feedback and the coding information input, negative feedback and the coding

process: evaluation processprocess: evaluation process steady state and dynamic homeostasis: a movable steady state and dynamic homeostasis: a movable

balance established by organizations taking in energy balance established by organizations taking in energy and information, using it, then exporting it in return for and information, using it, then exporting it in return for needed resources in a functional way. A dynamic needed resources in a functional way. A dynamic movable balance.movable balance.

differentiation :to greater complexity and greater differentiation :to greater complexity and greater specialization of functionspecialization of function

equfinality : the attainment of goals via different pathsequfinality : the attainment of goals via different paths

Japanese Social Welfare:Japanese Social Welfare:

flexible job descriptionsflexible job descriptions use of nemawashi information use of nemawashi information

decision making processdecision making process

Nemawashi (Nemawashi ( 根回し根回し ) in ) in JapaneseJapanese cultureculture is an is an informal process of quietly laying the informal process of quietly laying the foundation for some proposed change or foundation for some proposed change or project, by talking to the people concerned, project, by talking to the people concerned, gathering support and feedback, and so forth. gathering support and feedback, and so forth. It is considered an important element in any It is considered an important element in any major change, before any formal steps are major change, before any formal steps are taken, and successful taken, and successful nemawashinemawashi enables enables changes to be carried out with the consent of changes to be carried out with the consent of all sides.all sides.

NemawashiNemawashi literally translates as "going around literally translates as "going around the roots", from the roots", from 根根 ((nene, root) and , root) and 回す 回す ((mawasumawasu, to go around [something]). Its , to go around [something]). Its original meaning was literal: digging around the original meaning was literal: digging around the roots of a tree, to prepare it for a transplant.roots of a tree, to prepare it for a transplant.

NemawashiNemawashi is often cited as an example of a is often cited as an example of a Japanese word which is difficult to translate Japanese word which is difficult to translate effectively, because it is tied so closely to effectively, because it is tied so closely to Japanese cultureJapanese culture itself, although it is often itself, although it is often translated as 'laying the groundwork.'translated as 'laying the groundwork.'

the ring decision making processthe ring decision making process promotion of the wa: unity promotion of the wa: unity JapaneseJapanese Wa Wa

(( 倭倭 ?? "Japan, Japanese", from "Japan, Japanese", from ChineseChinese WōWō 倭倭 ), is the oldest recorded ), is the oldest recorded name of Japanname of Japan. Chinese, Korean, and . Chinese, Korean, and Japanese scribes regularly wrote Japanese scribes regularly wrote WaWa or or YamatoYamato "Japan" with this "Japan" with this Chinese characterChinese character until the 8th century, until the 8th century, when the Japanese found fault with when the Japanese found fault with the belittling character for the belittling character for WōWō 倭 倭 "Japan" and replaced "Japan" and replaced WaWa 倭 倭 with with WaWa 和 和 "harmony; peace"."harmony; peace".

Job reassignment and rotation: Job reassignment and rotation: extensive training; job is for lifeextensive training; job is for life total quality control or total quality total quality control or total quality

management or quality circlesmanagement or quality circles

Pluralistic work place: WhyPluralistic work place: Why

Disabilities/obligation or barrier?Disabilities/obligation or barrier?John:John: MisfitMisfit 1720-deviant1720-deviant IdiotIdiot 1850-boarding school to lessen deviancy, 1850-boarding school to lessen deviancy,

new labelsnew labels IdiotIdiot 1881- farm1881- farm IdiotIdiot 1890-asylum1890-asylum RetardateRetardate 1920-state-run institutions1920-state-run institutions Developmental disabilityDevelopmental disability 1970-intermediate 1970-intermediate

care facilitycare facility Individual with a developmental disorderIndividual with a developmental disorder 1980-1980-

alternate placement in group alternate placement in group homes/apartmentshomes/apartments

Consumer/neighbor/diversityConsumer/neighbor/diversity 1990-1990-community based supported living, option of community based supported living, option of choicechoice

Micro organizational issues – traditional and alternative Micro organizational issues – traditional and alternative paradigmsparadigms

Issues:Issues: MotivationMotivation LeadershipLeadership PowerPower Culture/climateCulture/climate Decision-makingDecision-making CommunicationCommunication Employee evaluation/reward systemsEmployee evaluation/reward systems Employee satisfactionEmployee satisfaction Quality managementQuality management Consumer complaintsConsumer complaints Staff conflictStaff conflict Sexual harassmentSexual harassment Diversity issuesDiversity issues Values and ethicsValues and ethics Rural issuesRural issues Supervision/staff developmentSupervision/staff development

MotivationMotivation What motivates people to work? Most human What motivates people to work? Most human

services studies in this area place money as third services studies in this area place money as third or fourth on the list of things that motivate the or fourth on the list of things that motivate the most. The most often repeated desired reward is most. The most often repeated desired reward is recognition/appreciation of creative effort and recognition/appreciation of creative effort and recognition of character. Give examples of recognition of character. Give examples of character recognition. Effective Rewards for character recognition. Effective Rewards for workers can include specific comments about workers can include specific comments about their work and their abilities or character. their work and their abilities or character. Formal recognition also has its place. In small Formal recognition also has its place. In small groups my saying some one is doing a great job, groups my saying some one is doing a great job, if I do not know the job, falls hallow and shallow. if I do not know the job, falls hallow and shallow. I must know something about the person’s job I must know something about the person’s job for me to comment on how good it is. How could for me to comment on how good it is. How could you praise without knowing how a job is done? you praise without knowing how a job is done? You could look at the results or at the You could look at the results or at the comparative work in other areas. Or you could comparative work in other areas. Or you could work with the person in having them establish work with the person in having them establish goals and cheer with them when they are met.goals and cheer with them when they are met.

LeadershipLeadership This is related to the concept of supervision an This is related to the concept of supervision an

motivation. The effective leader must both motivation. The effective leader must both develop and impart a vision for what the group develop and impart a vision for what the group is about. This vision becomes the kernel of is about. This vision becomes the kernel of what the unit will view and measure their work what the unit will view and measure their work against. In a best world the shared vision against. In a best world the shared vision becomes the very best supervisor in that all becomes the very best supervisor in that all staff can begin to self supervise, using self staff can begin to self supervise, using self assessment in determining whether or not assessment in determining whether or not their work is near the mark. The effective their work is near the mark. The effective leader shows respect regardless of gender, leader shows respect regardless of gender, race, etc. and makes this a critical part of race, etc. and makes this a critical part of modeling. Care to show that the leader cares modeling. Care to show that the leader cares for the group collectively and individually. The for the group collectively and individually. The reason most given for burnout is related to the reason most given for burnout is related to the feeling that one has lost control of his feeling that one has lost control of his environment and has limited or no input into environment and has limited or no input into his situation. This leads to powerlessness and his situation. This leads to powerlessness and feelings of burnout and impotence.feelings of burnout and impotence.

PowerPower Personal power, Personal power, Ascribed powerAscribed power Assumed powerAssumed power

Culture/climateCulture/climate Our culture defines to some degree how Our culture defines to some degree how

we feel about our work an our play. What we feel about our work an our play. What defines the work day? 9-5 / 5 days a week defines the work day? 9-5 / 5 days a week with 2 week Also discuss more about the with 2 week Also discuss more about the treatment the comparison group will treatment the comparison group will receive, the number of visits, time spent, receive, the number of visits, time spent, etc. as you have done with the etc. as you have done with the experimental groups a year vacation. In experimental groups a year vacation. In Israel a month or more is common. In Israel a month or more is common. In Europe the feeling is the same. Vacations Europe the feeling is the same. Vacations are considered an important part of life. are considered an important part of life. Timeliness is also considered differently Timeliness is also considered differently from culture to culture.from culture to culture.

Decision makingDecision making Democratic, leaderships, Democratic, leaderships,

committees, matrix. Stake holders, committees, matrix. Stake holders, Delphi conceptDelphi concept

CommunicationCommunication Open/closedOpen/closed One wayOne way Email/memosEmail/memos Committee workCommittee work Employee evaluation/reward systemsEmployee evaluation/reward systems How often and what shape should it takeHow often and what shape should it take Merit systemsMerit systems Employee satisfactionEmployee satisfaction What generates this the most? Monetary What generates this the most? Monetary

rewards. No. more likely control over ones job rewards. No. more likely control over ones job environment, and a shared part of te agencies environment, and a shared part of te agencies purpose and outcome.purpose and outcome.

Quality managementQuality management TQM Quality circles. Feedback. The bowling TQM Quality circles. Feedback. The bowling

with curtain concept.with curtain concept.