Items tagged "Supervision":
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[Flash 9 is required to listen to audio.]Groups and Leaders Under Stress
Organizations and leaders under stress tend to find fixes for the moment and focus on momentary survival. This 5-minute segment is the last of a four part series. Earl Braxton, Ph.D. shares his thinking on leadership and Kurt Lewin’s influence on our understanding of it. I’m here to tell you, I think this man knows what he’s talking about.
Common characteristics of groups under stress:
- An insistence on maintaining past comfortable positions and defending against new ideas or experiences.
- Becoming overly organized and rigidly defensive of their historical position. The rigidity will prevent new data from entering the system.
Common characteristics of managers (or leaders by other names) under stress:
- Selectively perceiving information and only seeing what confirms their earlier biases.
- Becoming very intolerant of ambiguity and demanding only “right” answers.
- Fixating on a single approach to a problem.
- Overestimating how fast time is passing. Hence they often feel rushed.
- Adopting short-term perspective or crisis mentality and ceasing to consider long-term implications.
- Decreasing ability to consult with and listen to others.
- Having less ability to make fine distinctions in problems so that complexity and nuances are missed.
Earl also shares what leaders or consultants need to provide in order to support those under stress:
- Provide conditions of safety.
- Be available psychologically, emotionally, and physically to the group.
- Be neither intrusive nor abandoning.
- Be able to take criticism and use it productively.
- Have good boundary management skills.
Thank you to Earl Braxton for his thoughtful analysis, to Joseph Lennox for hosting, Brenda Jones for facilitating and to the Lewin Center for Research and Social Justice that convened this forum and is doing important work in the world.
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- posted by:
- patrickod-blog
- # of plays:
- 10
- date:
- Mar 4, 2012 (a Sunday)
- time:
- 12:00:00 (2 months ago)
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Destruction Through Email
A lot of groups get themselves into hot water over email. It’s not just tech novices; it’s the tech savvy that can be the most at risk of missing when email has changed from being a supporting tool, to a derailing or destructive force.
For groups separated by distance it’s important to recognize the limitations of email.
I’m noticing that even those that are geographically close are operating as if they are spread far apart (ex: spending a day emailing back and forth with someone sitting next to you).
A new study by Kevin Rockmann and Gegory Northcraft, looked at the issue. They put groups in charge of a complex task. Some groups worked by email, while others worked by video conferencing and in person meetings. They discovered that those who met in person had the highest level of trust and effective cooperation. Those using email were the least able to collaborate and accomplish their job.
What does this mean to you? Think about the most important, critical work that you’re on right now. How are you connecting with others in your group? If you’re connected primarily over email, you might question if that’s the best format.
Email isn’t going to go away. For groups that are using email as a key communication tool, I suggest developing norms. What norms make the most sense will vary greatly depending on the work you’re trying to accomplish and those that are involved. To get you started, here are some examples adapted from The Distance Manager by Kimball Fisher and Mareen Duncan Fisher:
- Identify the subject in the subject line (that means no smiley faces)
- Don’t use email for philosophical debates
- Keep all distribution lists current
- Don’t use email for urgent messages (alternatives: pick up the phone and call, walk over and talk, connect over skype)
- Accept responsibility for personal delivery of urgent messages (meaning face-to-face or voice-to-voice)
- Code subject lines with “please respond,” “action required,” or “FYI”
- Use email as a supplement to, not a replacement for personal contact
- If you have to scroll down, it’s likely a call, not an email that’s needed
There are lots of clues that you’re over using email and under utilizing personal contact. Some include having trouble staying on the same page with others, not feeling very energized, or blood pressure rising when you’re reading/typing an email. One of the greatest telltale signs is that you’re fighting over email. If you’re interested in and want skillful dialogue, you won’t get that from email.
I’d like to do more writing on the topic of virtual work groups. I’m curious, what are you noticing? Do you see a similar pattern, or something entirely different? What are other issues to consider in long-distance management of groups?
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- posted by:
- patrickod-blog
- date:
- Jun 28, 2010 (a Monday)
- time:
- 10:00:00 (1 year ago)
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High-Middle-Low Performer Conversations
Recently in a conversation with someone, they pointed me to Quint Studer and a model for understanding how to have different conversations with “high, middle, and low” performers in organizations. Studer is perhaps best known for his work in hospital and health care settings.
I have to admit two things that came up for me in reading this article. First, I have a difficult time labeling someone a “low” performer. Interestingly, I don’t have any difficulty naming someone a “high” performer. I think this comes from wanting to see the best in people and wanting to understand larger system dynamics that might be impacting individuals and their ability or interest in performing at higher levels. Second, I found this article helpful, particularly in how to talk with those that are performing at a lower level.
Studer suggests that:
“In Low-performer conversations do not start the meeting out on a positive note. Use the DESK approach:
- Describe what has been observed.
- Evaluate how you feel.
- Show what needs to be done.
- Ensure that employees know the consequences of the continued poor performance.
Because low performers are so skilled at excuses, guilt, and indignation, these conversations can be difficult for managers. Be calm, objective, and clear about consequences if performance does not improve by a date you specify. Then follow through and take action.”
Not to be missed in this article is how to support those who are middle and high performers. Sometimes high performers do not get much support, or it’s an after thought, precisely because they are doing so well. Studer writes:
“In high-performer conversations re-recruit your best performers by giving specific positive feedback about what they do well, their accomplishments, and examples of positive attitude. Share information about where the organization is going, and ask if there is anything you can do for them to make their job better.”
Read the full article by clicking on one of the links above or here.
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- posted by:
- patrickod-blog
- date:
- Jan 5, 2010 (a Tuesday)
- time:
- 11:46:00 (2 years ago)
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Tacit Approval: Problems it creates & how to identify it
This is a recent post by Rosa Say. I’m curious if others have seen this dynamic and if they agree with Rosa?
Tacit approval has come up in my coaching discussions with managers three times over the last week, and this will not be a strike-out for us! Let’s play ball…
What is it?
Let’s say you are the manager. Tacit approval happens when:
a) a direct-report of yours does something wrong
b) you become aware of it
c) that direct-report and/or others within your workplace are aware of both a) and b)
d) you do nothing about it and let it slideAs a result, you have given tacit approval for that wrong which was committed.
Your silent message to everyone else can be interpreted in several different ways, and none of them are good…
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- posted by:
- patrickod-blog
- date:
- Nov 19, 2009 (a Thursday)
- time:
- 4:52:04 (2 years ago)
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