Anonymous Business Success PeopleNology by Gregory Bodenhamer P

Anonymous Business Success
PeopleNology by Gregory Bodenhamer Ph.D. Nollijy University


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Social and System Motor Freight Trucking Engineering

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Culture is a perennial problem in change projects and needs to be carefully understood, especially if there is any expectation or desire to change the culture as a part of the project. Culture includes common values, attitudes and consequent behaviors. It directs how people make decisions and how they react to change. It can also vary within an organization, for example a 'leading edge' attitude may be found in research departments and 'customer first' value in service areas.
There are many areas of preferences that people have that shape cultures. There are, within these, a few which are of particular influence around change.


There are many reasons learn and use peoplenology;

Motivation: The overall subject of what drives us.

Processing: The thinking that leads to action.

Behaviors: That result from our decisions.

Culture: How we socially act together.

Learning Theory: How we get to make sense.

Personality: What makes us who we are.

Power: Our capability to act. Where we get it and how we use it.

Social Research: philosophers, philosophies and the search for meaning.

Stress: What winds us up.


Fear of retribution

Following out of fear is not so much following as being tugged along at the end of a rope.

Blind hope

Here, the follower is desperate for some solution, and what the leader is offering is either the only option they see or the best of a relatively weak set of choices.

Faith in leader

In this situation, the follower is blind to the solution but is following because they have such faith in the leader, they believe that they will, by some magic or genius, provide the answer to the follower's needs.

Intellectual agreement

Here, the follower understands the logic of the argument that the leader is putting forward and hence is following the rationale rather than the leader as a person, who they may respect but are not blindly following.

Buying the vision

When people buy a vision, they are emotionally closing on a view of the future that is appealing to them in some way and pulls them forward.

Followers and Respect

When a person is evaluating a situation and deciding whether to collaborate (and hence become a follower), they judge both the leader and also the solution the leader is offering to determine what action they will take.

Respect for the leader

When the leader is respected, which means they are at the very least trusted and probably liked as well, then this enables the leader to make proposals that followers will take seriously.

Respect for the solution

When the solution is respected, then the respect for the leader is not as important, although if the leader is not respected then the followers may doubt the ability of the leader to make the right choices along the way.

Followers and Trust

People follow those they trust.

Care and concern

We all have a very basic need for safety, which we can get either by taking control ourselves, or, as followers do, ceding this to our leaders.

Passive concern

Leaders make choices that can harm people. If you carefully avoid harming me, then I can trust you.

Active care

Beyond a passive concern is the active care where you may take deliberate action, which you would not otherwise take, to look after and actively care for me.

Reliability

Leaders need for their followers to trust that they will do as they say they will do.

Keep your promises

A simple rule for leaders is : 'Do what you say'. Keep your promises.

Honesty

The problem with honesty is that the short-term implications can be bad for leaders.

Tell the whole truth

If you always tell the truth, including the unvarnished whole truth and bad news that others might hide, then I know that when you say something, I have the complete story.

Followers and Liking

If I do not like you, then I will not follow you.

Goodness

If I judge you to be good, then I know you have similar values to me.

Similarity

We use external similarity as a short-cut to determine if a person is like us on the inside.

Vulnerability

We see ourselves as vulnerable, often with the sense of being a child that we all have to some degree. We see our failings, our limitations, and weaknesses.

Followers and Support

People follow those that help them.

Goals

Where the personal goals of the followers are aligned with the direction that the leaders is pointing, then it seems like a good idea to follow the leader, especially if it looks like they will be able to help me get what I want.

Support

I will also follow a person who actively helps me to get what I want.

Followers and Ideas

People will follow an idea, but not constraining objectives, then I may do it, but not in a way that makes me want to follow you.

Objectives as instructions

Objectives are useful in most organizations, of course, but they are often presented as fixed instructions, telling people what to do and how to do it in so much detail that it leaves little to the imagination.

Objectives as ideas

Objectives can be used to motivate and leaders can make effective use of formal systems of objective-setting to provide effective challenge and stimulation that will motivate people not only to do the work but also to follow the leader.

Ideas as inspiration

Inspiration occurs when an idea both aligns with my values and also gives me a sense of possibility, of what is not now but which could be in the future. It might thus change my beliefs and mental models.


Context Analysis

When investigating change it is important to understand the context within which the current situation is operating.

External context

The external context that affects the organization provides the forces to which the business must react and are common root causes of the need for change.

PESTLE forces

The broader business climate includes the external sea in which the business and its competitors must swim and provides the ultimate playing ground.

Market forces

Within the chosen markets, forces as price pressures, competitive shifts, customer demands and so on may be creating business tensions.

Internal context

As well as the external context, there are many contextual factors within organizations that can lead to the need for change.

Driving objectives

Out of the external forces and internal ambitions, business leaders identify the key purposes and objectives that they want to achieve and hence achieve success in the organization.

Organizational alignment

An aligned organization has its processes, technology, reporting structures and individual objectives all aligned with one another.

Organizational capability

As well as alignment, an organization needs its people to be able to complete work given to them.

Leadership

Leadership is a subject which includes a great deal about changing people's minds, often in fundamental ways.

Followership

The nature of leadership can perhaps be best understood by turning the coin over and studying followership.

The Leader-Follower loop

Leaders who want to create true followers do not just stand at the front of the army, yell 'charge' and then run forward.

Followers respond

Followers are seldom blind. They are human.

Gossip

If the leader does something that concerns them, then they will voice these concerns to one another long before letting the leader know.

Pack response

There may well be some level of pack response from followers.

Leaders adjust

If leaders do not do anything about the situation, then followers, who are volunteers, remember, will abandon in droves.

Noticing

At some point in the proceedings, the leader notices that followers are not as inclined to follow as they once were.

Diagnosing

When the shift in follower behavior is noticed, the next step is to figure out why, and particularly to know whether and how to connect this to the leader's own words or actions, or at least to external events that have shifted the playing field.

Adjusting

When you know where it is going and why it happened, then you can do something about it.

The dance continues

And so the band plays on. It is a closed system, with followers responding to leaders, who themselves adjust in response to this. Leadership and followership is thus an ongoing dance.

Structural Analysis

There are many structures within an organization which influence people's behavior. 'Function follows form' is a relevant saying.

Organizational structure

The hierarchical organization with its 'scalar chain of command' is at the heart of most organizations.

Process structure

People work within processes, which may stretch across functions or be contained within them.

Motivational structure

There are deliberate structures in the organization that seek to motivate people. Typically, this is based on financial reward.

Social structure

Overlaid across the organization is another invisible structure which is made up of the many and complex social relationships across the company.

Physical structure

The physical structure of the organization can have a very significant effect on the social structuring.

Causal Analysis

An excellent question when analyzing around change is 'why?' Causal Analysis seeks to identify and understand the reasons why things are as they are and hence enabling focus of change activity.

Root causes

The basic principle of causal analysis is to find causes that you can treat rather than treating symptoms (which, as all doctors know, seldom effects a lasting cure).

Ask why five times

The trick with seeking root causes is to keep looking. When you ask 'why' of something, you will get a nearby direct cause. If you keep asking 'why' of each answer, you will eventually get to a cause that you can act on.

Cause-effect diagram

The Cause-effect Diagram is a simple hierarchical tool that is used to break down cause into a tree-structure, allowing you to follow individual streams of possible cause.

Circular causes

Many causes are not linear but instead act in circles, much as births lead to population increase which leads to even more births.

Systemic cause

In systemic problems, the cause is found in the whole system, with the problem distributed across multiple related causes, all of which conspire together to cause the identified effect.

Vicious spirals and virtuous circles

Circular cause leads to exponential increases or decreases that are very difficult to interrupt.

Creating a positive culture

A positive culture is the holy grail of many change activities.

Develop a sense of history

History is important to people, giving them a sense of identity and belonging. Just look at how genealogy becomes more important to people as the grow older.

Create a sense of one-ness

Leaders who bring people together talk about 'us' more than 'I'. They propagate the stories of history and present stories that create a sense of togetherness.

Promote a sense of membership
Belonging also comes from the benefits that people gain, so work on the reward and recognition system.

Increase contact and exchange

Help people stay in touch with one another. This is particularly important in a global or otherwise distributed organization.

Social distance

We like to keep our distance from others and there are very specific social rules about how close we can go to others in particular situations.

Why the distance

Regulating the distances between us and other people provides us with several benefits.

Social distances

The social distances here are approximate, of course and will vary with people.

Public Zone 12 feet

The public zone is generally over 12 feet. That is, when we are walking around town, we will try to keep at least 12 feet between us and other people.

Social Zone 4 - 12 feet

Within the social zone, we start to feel a connection with other people.

Personal Zone 2-4 feet

In the personal zone, the conversation gets more direct, and this is a good distance for two people who are talking in earnest about something.

Intimate Zone

Category Posted: General