All posts by steve@kerrzone.com

Random thoughts – keeping you on your toes

Structuring for Success – Part 2

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On Wednesday I described the strata theory of organizational structure.  In summary, the workof an organization  (e.g., build a plane) can be categorized by it’s type, e.g., level 1,2,3 ……… and so on.

The type of work at each level generally goes from  long complex tasks requiring a lot of earned power to short simple tasks (i.e., level 1) based on granted power.

My earlier posts describes this in a little more detail. Today I will focus on how the model can help identify problem areas, ultimately leading to resolution. (hopefully)

Comprehension

When direct reports are doing the same kind of work, that is they are both level 3 for example, conflicts quickly arise.  Intuitively you can imagime the angst and confusion when the boss is doing what you have been assigned ( often by the boss).

Terms like micro managing or constructive dismissal can be applied to this scenario.  To solve, study the work done in your organization, based on the length and complexity of the tasks, ensure direct reports are not working at the same level.

Gaps

When someone doing level 2 type work is reporting to a boss doing level 4 work, things can be missed.  Gaps in the work flow , not unexpectedly, create challenges at the lower level of work.

Working Across Multiple Levels

For me, this is both the most common and frustrating.  In this case the resource at (for example) level three sets the direction and goals assigning them to people who work at level 1 & 2.

Unfortunately they then go and proceed to do the work.  That is the senior manager assigns projects aligned to the strategies and then goes and runs the projects alongside those assigned to do this type of work?

The project managers accountable for the work become quickly disaffected and impotent.    Most often, ultimately, they leave the organization.

Random thoughts – keeping you on your toes

The past is better

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We humans have a very interesting ability to transform reality to fit our conclusions.  This is a form of bias and a well studied and documented behaviour.

I’ve Never Seen it this Bad

An interesting variation on this  natural occurence of bias is the way we can reimagine the past as being far better than the future.  I wonder about comments like “ I ‘ve never experienced service this bad”

Or, “The leadership here is very confusing relative to my previous experiences”.  These statements are subjective in nature but also in and of themselves, self justifying interpretations of the current experience.

In reality, most people experience good and bad behaviours (e.g., service, leadership, relationships) throughout their lives.  Comparison with the past is a great rationalization technique, but is it accurate?

Danger!

A word of caution about justifying conclusions without independent confirmation.  Your interrpretations of inadequacies within your current circumstances might not be as bad as you think, or maybe even not what you think at all.

Your conclusions will influence your own behaviour, but like all actions derived from some form of bias the results could backfire on you.

The past is not necessarily as you remember it.  Years of maturing can mould memories.  Coupled with the conclusion bias ( i.e., what you want it to be, but maybe not what actually is) there is a risk these memories will influence you to act in ways you might regret.

Often discussion with others is all that is needed to help reshape the past to more closely resemble events as they happened.

Random thoughts – keeping you on your toes

Structuring for Success

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Organizations of all stripes from family to political party structure themselves in some way.  Whether hierarchical,flat or any of the other numerous formations possible, their is always some shape.

Elliott Jaques

Years ago I had the great fortune to do some work with the renowned Canadian organizational pyschologists, cretor of the stratified systems theory.

His basic concept is organizational work crosses descrete levels (strata) and each level adds value of a specific quality.  The types of work at each level can be classified by length of time to complete, complexity and level of reliance on earned or granted power.

For Example

Consider a hypothtical organization where the work is building planes. This organization has five organization stratum or levels.  The work at each level contributes to the job at hand, i.e., building of planes, but the level of detail at each level is very different,

Examples of the level of detail and concepts at each level follow:

  • Level Five

This is the strategy and definition level.  We build high quality planes at a low cost (the direction is set)

  • Level 4

o&The strategies start to take shape.  Our planes are for civilians, cover medium and long range flights and will appeal to full service airlines

  • Level 3

Details organization and planning begins.  We’ll focus our engineers on 12 to 18 month build cycles using locally sourced products with just in time delivery.

  • Level 2

Down to details.  Our wing manufacturing plant have a staff of twelve responsible for assembly of all aspects of the wings producing 2 wings a month.

  • Level1

The wings are manufactured.

To be continued in tommorows post.

 

 

Random thoughts – keeping you on your toes

Your Behaviour

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When asked how you act in response to a given situation or stimulus (i.e., your behaviour) it is probably not difficult for you to respond.  Not only can you describe your actions, but your intent as well.

Other also have an opinion about your behaviour and intent.  Your views and others, both can be subjective to a large degree and may differ.  In truth, often differ.

How are you viewed?

Perception is reality.  What others believe about your behavior is fact.  Their beliefs influence all thier interractions with you.  Your own considerations mean little.

If you are a devious liar in practice, but are viewd by others as someone trustworthy and honest, your opportunity to deceive and succeed is enormous.  This is how a “conperson” (aka conman) operates.

It has been said when truth is blurred by lies and misinformation, perception becomes reality and all is lost.  This is a real danger we all face.

Others perceptions may be founded on lies and misinformation, yet it is a very powerful driver of how they may respond to you.  Respect, trust and support can be earned but largely this must be done based on how you are percieved, rather than what you think.

I am me

The intersection of what you are and what people think you are is within your control.  Believing good sense will prevail and people will perceive your behaviour accurately is naive.

Using self awareness to understand what others think of you and then use that knowledge to shape thier perceptions to what you want them to be, is much more practical.

Random thoughts – keeping you on your toes

Cultural Behaviour Categories

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At a summary level, the types of behaviour patterns which underpin a groups culture (organization, city, country) are the comprised of the  following:

  • reactive
  • planned
  • strategic
  • innovative

The predominant style of behaviour is influenced by the leadership, whether Corporate or Political.  Multiple styles of behaviour can be in play at any given time but normally there is a default style.

What, not How

These behaviours define how the group accomplishes what they are working on.  Whether the work or activities being performed by the group are operational, support, project or consulting , the behaviour style wil  impact the outcomes.

Culture are a combination of both what is done as well as how it is done.

What works best

Projects can be worked in a reactive way, and often are.  Experience and best practice have shown a greater degree of planning tends to lead to better project results; however, this is not an absolute.

Conversley reactive behaviours are sometimes very effective in support cases where a quick response is frequently needed.  A fire is underway and needs to be extinguished, damm the torpedoes.

In general a single approach to how to get results can constrain a groups ability to perform at a high level.  Typically though an organizations culture leans toward a particular style (e.g., reactive, planned, strategic).

Open Culture

The more effective leaders recognize this and work to create an environment where all approaches are balanced, conciously.  That is before reacting, strategizing, planning or innovating there is a pause and a consideration of the best approaches or combinations thereof.

Random thoughts – keeping you on your toes

Thinking Patterns

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A key human activity is thinking.  Thinking starts with the observation of things and events and ends with the creation of opinions, believes, decisions,  reflections, musings and so on.

we often talk about the value that can be derived from engaging groups of people in teams and leveraging their diversity.  Much of this diversity stems from individuals thinking patterns.

A Multitude of Thinking Processes

How we think is most likely a product of nature and nurture.  That is, the way we think derives from our genetic template coupled with the impacts of our life experiences.

Over the past decade a number of post secondary studiies have demonstrated left handed people are more likely to come up with unconventional solutions.

This is potentially an example of genetically influenced thinking patterns.  Handedness is largely believed to have a genetic component although isolating the related genes and confirming genetic drivers has eluded researchers to date.

Common Thinking Patterns

Some people like to think about an idea slowly over time while others make quick decisions.  Some are more cautious in their thinking while others simply “damm the torpedo’s“ and speed ahead.

All these patterns, whether creative, unconventional slow,or fast can appear very different.  There is power in the diversity and when you have the opportunity to leverage this diversity,  it is to your advantage to embrace it.

Celebrate the fact that others think differently.  Respect everyones contribution, encourage it.

Random thoughts – keeping you on your toes

Righting Wrongs

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When society makes a mistake, the Canadian approach is to apologize and compensate.  For many misdeeds, depending on the magnitude of the deed, nothing can fix it (that is no amount of compensation).

Whether it be rape of children by priests, wrongful murder of the innocent by authorities or incarceration because of race (e.g., the Japanese during the secod world war) restitution does not right the wrong.

These terrible crimes should never have occured in the first place.

Recognition

Admitting a societies mistake, ackowledging and apologizing definitely helps those impacted and their inheritors more than financial or other fiscal restitution.

Basically, I’d rather be right than rich.  Agreement and apology is all I need.  The past cannot be renewed, the china can never be repaired fully, the cracks always exist.

To rebuild anew and put the past to bed, that is closure, requires clear communication including aknowledgement of the wrong and a committment not to repeat.

Expecting future generations to compensate groups for past wrongs committed by their forebearers does not change the past.  Mostly it causes pleasure to the compensated and disgust to the innocent forced to pay for others sins.

Truth and Reconciliation

Canada is currently moving to restore friendly relations with the countries indigenous people (i.e., reconciliation).  The approach is for all parties to acknowledge past misdeeds, create a platform to prevent reoccurence and move on.

What a great approach, my sincere hope is that this does not become bogged down in discussions and actions directed to fiscal compensation for past wrongs or attacks on the weong doers (e.g., J.A. MacDonald).

Random thoughts – keeping you on your toes

Immaturity

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Germaine Greer, noted Australian born scholar and femminist said “You’re only young once, but you can be immature forever.”. Wow, someone who understands me.

This quote is quite witty given the definition of immaturity “, that is “behaviour that is appropriate to someone younger.  The definition implies age overcomes immaturity.

Ms. Grier is thinking, age does not necessarily equal mature behaviour.   Passing from youth to middle or old age is not the defining variable relative to immature behaviour.

Immaturity and Experience

As you age you collect experience.  With greater experiential knowledge underpinning your behaviour, it is logical to expect more consistent and effective behaviour.

Of course if one ignores the lessons of experience this would not neccessarily be the case.  Hence, the logic behind the Grier quotation.

The passing of youth can reasonably be expected to be accompanied by the wisdom of age.  However, the ability to effectively leverage your experience through mature behaviour does depend on a few other variables.

Age and Expectation

While it is reasonable to assume our behaviour will improve with age, the zeal and exuberance of youth can carry forward to a late age.  This is not necessarily detrimental.

As I often note in my posts, balance is the key.  Matching your behaviour to expectations while still endulging your inner child is possible.

The key is to avoid surprise or disaffection by creating a perception of the level of maturity your audience expects without ignoring your own inner needs.

Random thoughts – keeping you on your toes

Verbal Attack

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I have always wondered what the intent is of a verbal attack.. By this I mean phrases that start with the third person and end with an accusation or insult.

For example:

  • you make me mad, you are such an idiot
  • you don’t know how to communication, I can’t understand you
  • how dare you include me without my consent
  • Next time, I ‘d appreciate it if you did not do that

And the list goes on endlessly.

To What Purpose?

Although logic is my friend, for t(e life of me I cannot figure out the value equation behind these kind of messages.  Anyone who presumes they will be taken positively probably needs a rethink.

The shock value or bullying nature might be an attempt to schock a behaviour change but it should not take a rocket scientist to figure out attacks like this will never be well received.

Bullying in the Workplace

A common definition of bullying is acts or verbal comments that could ‘mentally’ hurt or isolate a person in the workplace.

These charges against your dignity or self esteem are simply verbal comments that cause mental anguish.  Yet, many continue to act as if this is acceptable behaviour.

Seeking Results

Although there must be some people who believe these direct blunt personal attacks can elicit the results they seek I learned long ago, that just is not the case.

While the immediate reaction might lead to the behaviour you desire the long term effects are always negative.  If I were to write a book about how to make enemies and build negative influence, this technique would figure prominently.

A word to the wise, when someone try’s this behaviour on you, respond bluntly and clearly.  For many of these bully’s this is the only response that works.

Random thoughts – keeping you on your toes

Growth, Value, Dividend or Index

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The Globe and Mail, Canada’s National business focused newspaper, wrapped up their strategy lab example portfolios on Saturday, after five years.

The portfolios were struck with $50,000 book value five years ago and nothing was added beyond interest, dividend and captial gains.  Each portfolio manger was bound to a specific style.

The Styles

Growth – focused on innovative and disruptive companies on the verge of rapid growth.

Value Investing – in this case the stock price is cheap relative to the companies net asset value, business prospects and overall market capet (it’s worth more than the market cap)

Dividend Investing – the focus is in income both the return at time of purchase as well as anticipated dividend growth.  Companies whose dividends roller coaster are to be avoided.

Index Investing – basically the holding of ETF’s or Mutual funds that mirror large indexs like the TSX 500.

And the Answer Is (drum roll please)

After five years the growth portfolio had a return of 407%, value was 95%, dividend was 75% with the index portfolio coming last at 48%.

For me though, more important than the style is the fact that all of the portfolio managers avoided market timing.  They made their initial selections and followed this with only minor buying and selling adjustments during the five years.

As well, the portfolios were also relatively contained at over holding of 10 to 15 stocks on average.

This combination of a focused number of well researched strong selections requiring little adjustment over the five years was probably as important a contributor to the success as the specific style.