Archive for the ‘Vitality’ Category
If I was consulting at a company and the CEO told me that they were going to wall themselves off from the rest of the world, to prevent unwanted impacts from occurring to the organization, I would pretty forcefully make the argument that what they were doing was going to increase the amount of unwanted impacts, exactly the opposite of what was hoped.
Organizations which isolate themselves in an attempt to insulate themselves will not be challenged by or have access to better ideas, processes or products from elsewhere. Ideas, processes and products that others will have access to. Are those challenges uncomfortable, pushing the organization into new and potential untried directions? Yes. But those very challenges help them to progress as an organization and it helps them progress on making better, higher quality products. Isolated organizations stagnate, as the world passes them by, making them obsolete and ripe for failure or collapse. It is only a matter of time.
Organizations that embrace the outside world, find that they have to constantly update themselves, including their products and process, as well as the skill sets of their people. It makes success more difficult to achieve, but it also strengthens the organization so it can compete more effectively in the long-term.
One key element in measuring whether an organization is functioning as a highly innovative organization is to determine if the organization can make use of the best ideas from within the organization regardless of where they come from. Is the source of new ideas and concepts limited only to those whose responsibility or job title has something about research or innovation in it? If so, you can be pretty sure that you are looking at an organization that is not all that innovative. If innovations come from all over the organization, and the organization can incorporate the best of those ideas into the way they operate, you are likely dealing with a much more successful, innovative company. Another aspect of innovation is whether the company can find the best ideas and concepts externally and can they incorporate those novelties into their existing products and operations.
Innovation comes in at least two “flavors”. Big “I” and little “i” innovation. As Scott Brooks and I describe in our new book, Creating the Vital Organization, little “i” innovation is when existing processes, products and policies are improved. A daycare center which changes their hours of operation to better accommodate parents is doing little “i” innovation. Big “I” innovation is when brand new explorations are taking place, new products are thought of, new markets explored, and completely new business processes are being tried out. A daycare center that adds eldercare, which likely requires new and different equipment and/or facilities, new activities, different and/or additional staff and care standards, new marketing, etc. is doing big “I” innovation. Both of these types of innovation are critical for long-term organizational success.
A daycare center which, by walling itself off from its environment, continues doing only childcare, while all of its competitors are also offering eldercare, will fall behind competitively, for as the environment changes (with an aging population), they fail to adapt. Can they survive? Perhaps. But if everyone who needs childcare, suddenly finds themselves needing eldercare as well, this daycare is ill-prepared to deal with the market and the changing external environment. The organization which does not change will not thrive as they fail to fulfill their potential.
As the pace of change quickens, partly driven by rapidly changing technology and global economic conditions, keeping pace with change is all that more difficult and painful. But that difficulty will not change the ultimate outcome for an entity that Walls itself off.
An aspect of personality has been shown to be tied to innovation, changes and Walls. Neophobics, are people who tend to fear new things, they are traditional, wanting to maintain existing social orders, the things they have done in the past that work “just fine”, they want to build walls, both socially, policy-wise and physical. And they have been shown to have a more easily triggered sense of disgust. (Jonathan Haidt, the noted sociologist, has also found that they tend to be Republican). When something is new or different, or perceived as a threat their reaction can be one of disgust. They may talk about how “disgusting” an event, a person, or a change is to them. Neophobia is not a binary, either/or condition. It is anchored at the other end of the scale with neophillia, or a tendency to engage in new activities or to like new things. People at this end of the scale tend to embrace change and find it invigorating. The vast majority of us are not at one extreme or the other, but tend towards the middle of the scale. And depending on the situation, or environment a person who is neophillic just might act in a neophobic way and vice versa. Those at the more extreme ends of the scale exhibit somewhat predictable behaviors.
There are many forms that Walls can take. A physical wall between the USA and Mexico is very obvious, aimed at keeping a “problem” outside. Presenting your opinion as being based on “alternative facts” is simply a Wall that prevents the truth from entering, allowing those who base their actions on alternative facts (lies), to ignore reality. (People who cannot tell fantasy from reality are technically psychotic, a very serious mental illness.) A trade agreement is a way of overcoming Walls while tariffs on goods is a way of creating Walls. Eventually these Walls will increase the undesired impacts on the nation rather than reducing them.
Having peered reviewed scientific research run through a political vetting process as has been stated as a new policy for Federal Agencies as the new administration begins a lock down on information at such places as the Center for Disease Control and the Environmental Protection Agency is nothing more than a Wall. You don’t want to let scientific truths impact your political talking points, so you must Wall off the truth. As both a scientist and a CEO, I find that deeply troubling, as there is only one way that can end if implemented, and it is not good for science, for business or for the USA. Fantasy worlds tend to collapse over time as they are nothing more than a house of cards. Scientific facts simply do not care what you believe. The ice is melting, the climate is changing, whether you personally believe it or not.
The USA is a very large organization. At this moment in time, there are elements that are aiming to build all sorts of Walls around it and even within it. These Walls will weaken the nation, will reduce the standard of living, and put all of us in peril. It is time to tear down Walls, not build them.
I wanted to share information on my upcoming Webinar, The Three Types of Individuals Every Organization Needs, on September 13th at 12:30 EST. During this webinar, I’ll take an in-depth look at three critical roles within the vital organization: That of explorer, executor, and boundary spanner. I’ll explain why each is important, and discuss how to identify employees who fit a particular type.
The research for the Webinar comes directly from Creating the Vital Organization: Balancing Short-Term Profits with Long-Term Success, which I co-authored with one of my partners and OV Vice President, Dr. Scott Brooks. Scott, along with our consultant Victoria Hendrickson, will join me for this webinar.
I hope you can join me next Tuesday.
Register for our upcoming complimentary Webinars:
The Three Types of Employees Every Organization Needs on September 13th.
Organizations and the SDGs: Why Doing Good is Good Business on September 27th.
Also check out Creating the Vital Organization, available in every online bookstore.
Evaluate your Vitality with free assessments and reports here.
By Walter Reichman
The world’s humanitarian crisis is rapidly growing, with billions of people around the globe lacking basic necessities like clean water, nutritious food, and access to education and employment opportunities. Last September, the United Nations (UN) addressed this crisis by identifying 17 Sustainable Development Goals (SDGs) aimed at improving the lives of people and the health of our planet over the next 15 years. Some of these goals include giving people access to clean water, nutritious food, education, and employment opportunities.
These goals are bold and ambitious, and will take more than just the United Nations to make them happen. Thankfully, practicing sustainable business habits often makes good business sense as well, and more organizations are already investing in the health and well-being of the global community.
MasterCard is working to make the financial system more accessible to more than 150 million people around the world. Merck is developing programs to reduce deaths of women during pregnancy and childbirth. Microsoft is developing cost effective connectivity to the internet for schools and communities in Africa. Walmart is providing opportunities for small businesses with less than 10 million in annual revenue that aim to empower women, and IBM is helping to develop a scorecard that measures a city’s resilience to a natural disaster.
This is just a small sample of corporations that are actively working to improve the lives of people around the world through smart business practices. To better understand the importance of this work, OrgVitality is sponsoring a panel Webinar entitled Organizations and SDGs: Why Doing Good is Good Business on Tuesday, September 27th at 12:30 EST. The Webinar will present representatives of four organizations that have made an active commitment to the achievement of these goals: The United States Council for International Business, Dow Chemical, DuPont, and the Wildlife Conservation Society.
In this webinar, executives of these four organizations will describe their programs, explain how and why they were initiated and are promoted within their organization, and discuss the benefits to the organization and to the world at large.
OrgVitality has been supportive of the activities of the United Nations since the inception of the firm. I have been the main NGO representative to the Economic and Social Council (ECOSOC) of the UN from the International Association of Applied Psychology since 2004. At ECOSOC, I, along with other representatives, are tasked with presenting position papers that are based upon psychological theory, research, and practice for commissions, committees, and deliberations. The position papers are translated into the various member languages and distributed to the delegations involved in the deliberations. Additionally, we hold “side events” during commission meetings where psychologists present their information. Finally, we also work to share information about the UN and its activities with our own organizations and members, which I aim to do through this Webinar discussion.
As psychologists, we have a responsibility to help fulfill the SDGs. The people most affected by this work are extremely vulnerable. Psychologists worked with the UN to develop the list of SDGs, and will continue to play a role, especially in regards to helping to change government activities, as well as monitoring and measuring the implementation of the goals. We have submitted papers to the Statistical Division of the UN with our suggestions for measuring the implementation, and we are contributing to the determination of the “indicators” of the implementation. Over the next 15 years, the UN will be issuing reports on the level of implementation worldwide, within regions, and within nations. Hopefully, the success of the implementation will motivate countries to progress even further.
At OrgVitality, we believe that part of our counsel to clients must incorporate a sense of their place in the larger global community, and we are proud of our work helping many clients fulfill their missions. This Webinar is a follow-up to an event we co-sponsored at the UN during the annual Psychology Day meeting; at this event, 40 OrgVitality clients and staff members toured the UN and attended discussions on the global migration crisis.
The achievement of the SDGs will improve the lives of all people and reduce the probability of conflict among people and nations. The goals can only be realized with a strong commitment to global partnership and cooperation among governments, business organizations and not -for-profit organizations. Please join us for the webinar which will describe how the partnership and cooperation can be achieved. Register Here.
Thank you all for coming. It is most gratifying that such an urgent issue as the migration crisis brings forth such a high level of interest among both our clients and friends.
I hope you find today’s panel discussion on the migration crisis, whether caused by global warming, war, violence, or other factors facing so many of our fellow humans both educational and inspirational.
From an educational standpoint, what you may find is that traumatic events which displace people don’t necessarily bring forth new challenges that we have never faced before, but greatly magnify those that exist around all of us every day. Displacement, the loss of identify, the need to reintegrate people into society and help them find their worth are challenges that occur every day all around us, but are greatly magnified, more challenging and often more urgent with migrants.
During 911, for instance, we were in the midst of an employee survey for a financial services firm and part of the employee population completed the survey prior to 911 and part afterwards. One conclusion from that study was that traumatic events greatly magnify challenges that exist daily, challenges that must be met for the successful operation of our society and the organizations that reside within.
Organizations and the employees within go through changes in leadership, reorganizations, mergers, acquisitions, new people coming and old friends going. They also experiences changes in the environment in which they operate. Each of these events can cause changes in status, influence, security, and the sense of having a positive future for oneself and potentially one’s family. These challenges, while they do not rise to the level of those who are displaced in a migration event, never-the-less share some common characteristics. So as the panel discussion unfolds ask yourself how these same psychological concepts play out in your own organizations.
I hope you draw inspiration from the efforts that people around the world are putting forth to assist migrants and from the migrants themselves. There is, of course, always more that can be done. In our upcoming book, Creating the Vital Organization, Scott Brooks and I discuss the resilience that people have when given an appropriate environment to recover from challenges. It is truly remarkable. To quote the noted Psychologist, Ann Masten, an expert on human resilience, “The greatest surprise of resilience research is the ordinariness of the phenomena”.
The lesson learned – if we reach out and help those who are suffering from migration events, or when we reach out to our own employees experiencing various challenges, they can bounce back. They simply need a helping hand.
OV is proud to support the UN and help enhance UN deliberations through organizational psychology. Should anyone want to stay afterwards and continue the discussion we would be happy to join you. Thank you and enjoy the day. Jeff
Leading is easy when you win, but we’re tested when things are tough.
By Guest Blogger: Victoria Hendrickson, Ph.D.
Three weeks ago, Cam Newton led his team to victory. He was dynamic both on and off the field, fist bumping and cheering on his teammates. Afterwards, he spoke positively about his team, shared credit, and was excited for what he expected to accomplish in the Super Bowl.
But last night, when things weren’t going well, he was quiet. He stood alone, looking at the ground, staring off into space, and not interacting with his teammates. After their loss, he avoided questions, didn’t say what he would have done differently, and he couldn’t find anything positive to say. While he was quick to share credit in good times, he couldn’t keep the team’s morale up and lead when times were tough.
So what can we learn from this?
• Think about your team. How many young, ambitious technical superstars have been promoted into leadership roles?
• Occasional failure is inevitable. What separates the top companies is an ability to learn from failure, re-focus their approach, and continue on with the same passion and energy. This requires a leader who can identify the failure, name it, and keep their team together in re-focusing with a new approach.
• The ambitious, technical experts with little experience are accustomed to success – they have a lot of it. But they aren’t used to failure, and they don’t know how to lead a team through it.
If Cam Newton had led differently yesterday, would it have made a difference? Clearly, there’s no way to tell. But in business, we often have the opportunity to change our leadership style to achieve better performance. We want to hear your stories: What’s one game-changing leadership move you’ve ever made?