Even if it is only out of curiosity
Now who said that? Colin Powell, I believe, speaking to HR managers in the UK.
Culture, attitudes, behavior
My friend Steve Roesler at AllThingsWorkplace posted today on workplace culture, and how hard it is to change behavior. This is a central topic in social and organizational psychology. Can we change an attitude without changing behavior? Can we change behavior without changing culture? What sustains culture?
Earlier today I read a similar article in TimesOnLine on whether politicians can change British drinking culture by decree.
David Aaronvitch used a neat phrase:
“Fashion, popular culture, whatever you call it, found a way round authority, because it didn’t depend upon authority, or even upon establishment approval.”
This is the same phenomenon that Steve is talking about: informal culture and power. Should we despair as the TimesOnLine suggests? Brits are drunks – live with it and laugh at politicians nannying us again? Can cultures be modified?
How do we change patterns?
My social media friends will phrase this differently: can we organize viral campaigns?
I think we often put the cart before the horse.
Change effects tend to be spiral, or recursive. In other words, the change creates the change. And a forward change can cause a backward effect, necessary for the forward change.
So why the cart before the horse? We want the cart to be moving along with the horse following.
To get change, we have to join in. We have to be there in other words. We have put ourselves out there and be changed in the process. We have to believe that cart is worth pulling. We have to notice when it starts to roll back and judge whether to roll with it or dig our heels in. We have to believe in it enough to feel the harness rubbing . . .
It is the linkage that is critical.
Being a player
In organizations, it is the willingness to be a player: to really put our money on the table. Willingness to win and to lose with everyone else.
- Are we willing to sit at the table and make tough choices? And be accountable for the consequences?
- Do we believe in our people enough to be accountable on the bad days?
- Can we have the courageous conversations about what is truly rotten?
- Can we accept the challenge about how we have treated people?
- Can we do all of this will only one end in mind – keeping the group there for its members?
We don’t want to be talked at. We want to talk with people who are also vulnerable in that their pride, future, pleasure, is also at stake. We want to talk seriously with people about why we are doing this, whatever this is, and authentically discuss what is at stake for everyone.
Can we link our our futures to that cart?
Leading from within
This is the competency that HR Managers struggle with.
This is the competency that I hope social media managers will learn early ~ to be a player.
[…] In this post, the writer discusses leadership, change, coaching, culture change and other great bits and bites about how people behave. The blog is called Flowing Motion. Check it out here. […]
[…] In social settings, purpose is contested. The way we act reinforces or changes hierarchies, rights and privileges. I am always wearied by professionals who believe they are not part of this process. We are making the future as we take part, as we are made in the way we take part. […]