The Efficient Organization vs. The Dysfunctional Organization

Dysfunction vs. Efficiency

AN INTERNAL SELF-APPRAISAL

The Emotional Themes

The overall emotional theme of an EFFICIENT organization is…


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


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


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 overall emotional theme of a DYSFUNCTIONAL organization is….


The overall emotional theme of a DYSFUNCTIONAL organization is…

FEAR

Confidence

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:



Angry-- “I am under attack”



Angry

Depressed— “I am powerless”



Angry

Depressed

Discouraged— “I am failing”



Angry

Depressed

Discouraged

Anxious– “Danger is imminent”



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”


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


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


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.


Behavior


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.”


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

http://theworkplacetherapist.com/

http://theworkplacetherapist.com/

The Efficient Organization vs. The Dysfunctional Organization

Business

Transcript of The Efficient Organization vs. The Dysfunctional Organization