Group Decision Making

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Group decision making: Departmental Analysis

In task forces people come together in order to ultimately make a game plan and decision on a short term or long term project, change or initiative. I was a part of a decision to present a toxic employee to a director and advise a recommendation to counsel the associate. The process of decision making consisted of feedback from associates in the department and lack of accomplishments in performance indication.

At the time I was a Department head that oversaw (9) team members. Feedback comments were received from associates stating conflicts and lack of team work from an individual. The team gave numerous complaints and ultimately the associate at hand, who I will keep name as confidential was toxic to the team. When I researched performance indicators I found that the associate was not contributing in metrics towards collaborative goals. This was clearly a detriment to the team and company. When the associate was approached about these issues in performance she was insubordinate to direction/improvement, this was documented.

I communicated objective information and recommended that it would be best to separate from the associate, at that based on the data collected, numerous intervention attempts and lack of compliance from the individual. Upper Management  decided to attempt to give the individual a different assignment and see if this would help revamp morale. The team member was phased into another area of the property in a new capacity. Eventually it was determined the individual was toxic to that department as well. Ultimately the associate was separated from the company through collaborative efforts to reveal deficiencies in various aspects of the business. It became apparent that group consensus was reached and the company was able to move forward with needed corrective action.

Communication style

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Communication style

In the infancy of my career my communication geared towards a direct style in a results oriented manner. I sometimes overlooked the sensitivity in my communication towards others as it related to inclusiveness and leveraged sole focus on business results. I saw myself missing opportunities to collaborate, and in tunnel vision mode of reaching objectives. This strategy accomplished high revenue results, but in the long run did not serve purpose in building longstanding loyal, trusting relationships. As my career progressed and I became more interested in the field of people and engagement I understood this was not effective for my long-term goals.

I became interested in strengthening my ability to gain team comradery and work better with others, therefore developing a more passive communication style. This allowed me to become more aware of my surroundings and engage others by having high emotional intelligence. As a result I increased sensitivity for others needs. In the organization development and change effort, this is key to be able to gain trust from others and evoke action as a result. However, my talents were still in need of fine tuning as it related to effective assertiveness.

As the years passed I began to mature and acquired refined assertive forms of communication. Personal space and good eye contact became increased in my non-verbal ques. Behaviors of Inquisitiveness, self disclosure, and self awareness began to flourish to enhance interpersonal communications, whereby I shared my intentions and goals more effectively. Due to my cultural background I have been told I tend to be private and protective of my personal relationships with others, this two played a factor in my need for communication development. Basically, as my comfort levels and trust becomes higher, only then was I able to gain more confidence and share more collaborative and open feedback with others.

My passive behaviors stemmed from being overly precarious, which at times communicated nervousness and even insecurity. At times, this also inadvertently demonstrated fear. Fear of offending others and the fear of trusting in others. I started to ponder that this was mostly due to the environments I have been exposed to, and the lack-thereof recognizing and differentiating defensiveness and uncertainty.  I realized if I bought into others behaviors, ultimately it would affect my performance. Individual ideas, beliefs and view points are important and holding back when we sense others may be judgmental, can cause an individual not to contribute as much in a meeting, session or simple conversation. Ultimately, telling others the way you prefer to communicate, can rectify these communication barriers. Making this observation and explaining what you find can be effective or constructive for growth and development in discourse may aide in assisting those that communicate aggressively.

The opportunity  identified is gaining and establishing confidence faster to make a sound effort and business decision that is based on objective observation. As a result receptivity, an buy-in validate each individuals expectations to exemplify self-fulfilling prophecies.

Vertical Development and Immunity to Change

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My reactions to the Video Transcript, really means to me that we as humans reach a stage where we are comfortably forming our own perceptions. In short terms we understand how to please our own perspective.

Some more interesting points are how friendly relationships form to opposites, such that “opposites attract”.

We are living much longer as a species, because our species is collectively and biologically advancing. We are generating self-transforming consciousness in our mid lives, I can definitely relate to this self-offering mind. In my mid-life I am more conscious with my personal choices and analytics to scenarios.

In the subject of Immunity to Change, the video transcript interestingly enough created transparency in realizing how the mind evolves in terms of change, how desire to change can be a literally a conflict in intention. The difference between what we’re genuinely intending to change and what were not genuinely committed to changing. Immunity to change explains we have a tendency to pick-up our neural identification. This explains we identify with assumptions to commit to our decline to change. The concept of self deception is another explaining theory where we may tell ourselves we are changing, when we do not in fact.

Podcast: Organization Change Consulting Advisory Takeaways

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Masters in Professional Studies in Organization Development & Change Organization Change Consulting Advisory

  • Change Agents, Sponsors and Client roles
  • Appreciative Inquiry
  • Action Research Model
  • Gaining buy-in for change
  • Consulting Pragmatics
  • Human Resources Interventions
  • Process Consultation Psychology
  • Organizational & Community Impact
  • Facilitation, Change Perception, and Commitment

Professional Ethics in OD: Talent Reviews

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Within OD, ethical issues are focused on how OD practitioners perform their tasks while helping their sponsor or organization. Inherent in any helping relationship is the potential for misconduct and abuse. OD practitioners should use their ethical values to promote best practices, however inherent in their professional role, they can sometimes abuse (often unintentionally) organization members.

The ethical challenges I have faced are when individuals feel as though they may serve as a sole determinant of one-sided rules to favor team member development, such that the following occurs;

  • Inconsistent training opportunity disbursement
  • Not following incumbent requirements for a development program
  • Demeaning language and belittle incumbents competence
  • Dictator style tone to dominate training strategy/decision making
  • Dismissing consideration of incumbents for leadership development based on one persons perception

In fairness and equality, when an organization has tasked me to assist in developing talent, at times only top talent is requested to be developed. The opportunity to be included in development offerings, regardless of the individual’s personal commitments or mobility often inhibits people development. As a best practice, organizations should institute accessible development to all interested team members, not select team members based on relocation flexibility and ability to work overtime, for example.

Just as tuition reimbursement has requirements, Leadership development opportunities must be treated with a set of pre-qualification determinants. Imagine if all individuals had an opportunity to have their company invest in their development and the basis for development was not based on any one Manager’s perception of a high performer. I always encourage people to pursue development, either individually or through company initiatives. No one person or member of management should determine an individual’s career opportunity or lack thereof.

For this reason, when I have been faced with these ethical challenges, I have proposed talent reviews to be instituted, in order to objectify selection of talent development. The objective way of administering a talent review is through consensus of analyzing individuals; performance indication and potential, in correlation with their commitment/desire for development (regardless of the individuals relocation preference and commitments).

Self Appreciative Inquiry

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Appreciating your best self

I believe what I do best can not be defined in one paragraph and cannot be defined in topics. In my opinion, I and people in general excel in things they find attractive, engaging and interesting. When individuals are drawn to others in a way that entices their senses and interests they are drawn to build relationships, that usually result in fruitful experiences. Therefore, you are best at what is intriguing to you and this can be identified in your responses and reactions. For example, the following things are interesting to me;

  • Staying healthy and fit
  • Helping others and being empathetic
  • Researching and understanding purpose of people and situations
  • Being prepared and structured approaches
  • Being kind and shared happiness with others
  • Taking responsibility and ownership
  • Logical reasoning
  • Impacting others in the community

Motivating strengths

Key strengths are defined in characteristics one can identify with, and specifically based on your most gratifying results. For example, I can self identify with teaching or training. I take great pleasure in showing others how to be better as individuals and stimulating growth in their personal development. I care about others goals and where they want to be in life, so I will help them obtain their full potential. Based on this self-reflection I appreciate being able to mentor, coach and develop. It is interesting to watch others grow and become better individuals and know that if you could impact just one person a day, and make a difference in their day, you have done your job.

I most identified with these (5) characteristics as my top strengths;

Strengths:

Top employers, like Google have a clearly defined application of strengths theory with the autonomous environment they create for their team members; in fact google was named #1 in fortune magazines as an employer (6) times this far, and is committed to an inclusive, diverse environment that empowers people. To learn more about the strengths you identify with visit All 34 Clifton Strengths Themes Descriptions

Reference:

https://careers.google.com/

 

 

Organization Development & Change Education

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Organization Development transforms HR business operation roles to expertise consulting roles. In consulting you have an opportunity to view things more objectively and enter an organization without bias preconceived notions. Therefore, you serve in a more effective manner and are also able to level with members of the organization more efficiently. For example, I can come in to an organization, collect data, achieve a diagnosis and aide the teams in identifying what their solutions are. By being on the outside looking in you have a clearer view to listen, understand, analyze and ask for solutions by leading self-discovery.

On a more personal level has helped me obtain group change on a global scale and work with diverse industries. OD can be applied to all aspects of public and private sectors, which is an advantage to my career goals. I have always wanted to diversify my portfolio, and with this degree I will have gained the skills necessary to do so.

At the end of courses I gained a full understanding of OD and how it applies to effective interventions. I have been able to fully advise problem solving tactics and conflict resolutions. In addition, I have help people mend their interpersonal relationships and create copacetic cultures in organizations.

I am currently in the online MPS in Organizational Development and change degree program for more than one year on a part-time basis. My undergraduate degree concentrated in Organizational Communication. The difference I have found is the change management aspect of OD. The masters program has helped me gain knowledge on how to guide others through the ongoing change processes organizations go through. Ultimately, I have obtained a hands on approach to help improve performance and morale for organization’s, following completion of the degree.

Understanding your Interpersonal Communication style

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Based on others feedback I have been told I am highly focused on completing tasks and accomplishing the goals I have set for the day, week or month. Self drive at times may impede paying attention to others needs and engaging in dialogue. I am also told I am not shy, but can come off as reserved and serious in situations that are foreign to me. On the other hand when situations are inviting and comfortable I can express caring, understanding and involvement in group dynamics. I strive to build better relationships by initiating casual conversations, being attentive to people and caring for others.

My friends say my areas of improvement are soft kills; vulnerability, over-eagerness, and at times coming across critical about others behaviors. Hard skills are IT, Complex math, the reasons for their opinions are that during college I regularly attended tutoring to strengthen these skill sets. I believe I learn by seeing and understanding the big picture and practical application, this is how my brain essentially connects the dots. Complex and multi-step topics are best explained and interpreted by dissecting on an individual basis in order to convey the “big picture”. Stress can be inhibitors of learning, and derail thinking focus, it is important to understand pace and that not everyone has high energy as I do, I have come to realize this over the years. 

My Strengths are showing genuine care and interest in others, thinking outside the box and putting an effort to be responsible and committed to a demonstrate work ethic. Being genuine at times has its disadvantages and advantages, disadvantages are that showing care can make you vulnerable because of the trust and investment put into others. Advantages are that you are able to empathize  and understand others when you are a caring individual. Therefore, people feel compelled to follow your lead and  work with you. 

 

 

 

Change in organizational settings

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Organizational Change

Change in organizational settings is necessary for efficiency and optimal productivity. In the HR field constant change is needed to stay up to date with the organizations work flow, discretionary needs and operational functionality.

From a support system standpoint Hr’s role in change for the organization is to understand the operational needs and adapt the workforce according. HR serves as the liaison in which team members go to understand the change in business and serve as a partner in managing changes.

This is true in private business for labor changes, staffing adjustments and workforce development. The organization is constantly changing and employees need to adapt to decline at times, which can make change difficult to accept. Helping team members cope and understand is essential to gain buy-in for change.

It is every departments group effort to have a unified change take place.

Dealing with performance deficiencies

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Feedback response to “American Financial Corporation” case:

1. Betty didn’t check the status of the report with Don before she left for her 1 week long vacation. She was expecting the report to be complete by Monday.

Betty should have scheduled 1:1 face to face meetings for half hour every week, to track progress of the report and understand the problems Don was facing. This would have allowed her to to provide interns who could help Don. If not every week, a mid point review would also have been useful.

Don has a reputation of missing deadlines because he is over meticulous about his work. For this reason, Betty should have allowed for more buffer time to have a completed report from Don, instead of two days before the meeting with the VP.

2. Betty did a few things wrong in the meeting:

a. When Don was providing an explanation for the delay, she interrupted him and went on an offensive. She should have taken the time to hear the entire explanation so as to have a cordial respectful discussion.

b. Telling Don that he is a professional and that professionals always complete their work on time is a very condescending statement. When she knew that Dan had missed deadlines in the past, she herself should have planned better and arranged for mid term review or planned checks in place that would have ensured a smoother execution.

c. She repeatedly told Dan what he did wrong. She should have told him what he could have done instead to aviod the delay and that would have sufficed – ” It sounds to me like you are not very efficient about managing your time”, “You seem to be incapable of planning the action steps needed to do a project like this one.”

d. She also got sarcastic later –  “Don, you have an excuse for everything, and nothing is ever your fault,” Getting sarchastic would do no good to a coworker’s motivation and to the mood for a constructive conversation.

e. And finally she made an assumption about where the missing records would have been kept without checking for facts. “As for the missing records, it wouldn’t surprise me if they are buried somewhere under the piles of stuff laying around your office. You have the messiest office in the company.”

She should have not made this statement at all and only asked him where the records were.

Overall, Betty should have tried to put herself in the shoes of Don everytime he tried to provide her explanation. She should have given him constructive criticism on what he could have done better. She should have herself admitted on the things she could have done better. And finally, she should ask him how she can help him now in order to get the report done by Wednesday.

3. Don could have done the following:

a. He should have asked Betty if he could use clerical support in this project beforehand.

b. As Betty pointed out, he should have checked for all the records and requirement gathering, before starting any analysis.

c. The minute he realised the 6 week deadline is at risk, he should have immediately informed Betty. He said he did while she was away on her workshop, but he seemed to have found that the branch’s records were missing much before that.