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Strategy to Action: The Power of HSD Session 4: HSD and Communications December 10, 2008

Strategy to Action: The Power of HSD Session 4: HSD and Communications December 10, 2008. Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org Jennifer Schuster-Jaeger Jennifer.Schuster-Jaeger@co.hennepin.mn.us. Communications. What’s behind a complaint about communications?

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Strategy to Action: The Power of HSD Session 4: HSD and Communications December 10, 2008

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  1. Strategy to Action:The Power of HSDSession 4: HSD and CommunicationsDecember 10, 2008 Glenda H. Eoyang, Ph.D.geoyang@hsdinstitute.org Jennifer Schuster-JaegerJennifer.Schuster-Jaeger@co.hennepin.mn.us

  2. Communications • What’s behind a complaint about communications? • What can you do to make a difference? • How can you encourage effective and efficient communications?

  3. Series Goal Improve your performance as you: Manage projects Plan for change Train and develop capacity Manage performance Communicate Lead virtual teams

  4. Series Overview Introduction to HSD July 9 HSD & Project Management September 10 HSD & Performance Management October 8 HSD & Planning for Change November 5 HSD & Communications December 10 HSD & Training and Development January 7 HSD & Virtual Teams February 11

  5. Your Guide . . . Glenda Eoyang geoyang@hsdinstitute.org • Executive Director of HSD Institute • I communicate with: • Family and friends • Clients • Students • Network Colleagues • I am a natural communicator, but it is hard to know what to do when natural doesn’t work!

  6. Your Guide . . . Jennifer Schuster-Jaeger Jennifer.Schuster-Jaeger@co.hennepin.mn.us • HSDP Associate • Manages performance • Many roles: • Managed workgroups, teams and projects since 1996 • Varied roles a large local government organization • Performance management involves three distinct roles • Individual supervisor • Team developer and manager • Up-line management on behalf of individuals and the team

  7. Today we will . . . • Redefine communication. • Identify four design criteria to improve effectiveness and efficiency of communication. • Apply new learnings to old challenges.

  8. Communication = Exchange What are the most critical exchanges in your team or organization? • Information • Energy • Money • Signals • Talk • Social connection • Natural resources • Products • And, and, and . . .

  9. Exchanges support Coupling • Tight couple—Change in one agent causes immediate change in another. • Loose couple—Change in one agent leads to sympathetic change in another. • Un couple—Change in one has no observable effect on another.

  10. Coupling and Predictability • Tight couples >>Predictable Behavior • Loose couples>>Emergent Behavior • Un couples >>Random Behavior

  11. Ponder this . . . • Not all exchanges are transforming. • Boundaries can distort exchanges. • Time and/or distance can dissipate effects. • Exchanges can form “interference patterns.” • Agents have finite resources to commit. • It takes two to tango. • One exchange design isn’t better than another. The question is “fit.”

  12. Design Exchanges Continue

  13. Long Exchanges Loose coupling Cross boundaries Take long time Connect distant agents Tend to be: Ambiguous Unreliable Enriching Creative Short Exchanges Tight coupling Don’t cross boundaries Take short time Connect close/near agents Tend to be: Clear Reliable Controlling Restrictive Exchange LengthOptions Return

  14. Long Exchanges Annual goals Strategic Planning performance reviews Mission/Vision Reputation Spam Traffic regulations Retirement income Short Exchanges Mgt by walking around Water cooler chat Performance feedback Physical touch Voice message Personal email Stop light Pay check Exchange LengthExamples Does your organization depend on long, short, or mixed exchanges? Return

  15. How does it work? Return

  16. Wide Exchanges Loose/resilient coupling Carry many messages Include many paths Rich with meaning Tend to: Ambiguity Carry connotations Be subtle Context dependence Narrow Exchanges Tight but brittle coupling Carry single messages Focus on single path Specific meaning Tend to: Clarity Carry only denotation Be obvious Context independence Exchange WidthOptions Return

  17. Wide Exchanges Sharing a meal Personal relations Non-verbal signals Employee relations Cultural messages Personal appearance Tone of voice Narrow Exchanges Email Personal transaction Branding Contract relations Rules Standard greetings Content of words Exchange WidthExamples Does your organization depend on wide, narrow, or mixed exchanges? Return

  18. How does it work? Return

  19. Amplifying Exchanges Loose coupling “Keep doing . . . “ Encourage increase Increases energy Moves beyond limits Damping Exchanges Tight coupling “Stop doing . . . “ Discourage decrease Decreases energy Enforces limits Exchange DynamicOptions Return

  20. Amplifying Exchanges Loose coupling “Good job” Rewards/recognitions Positive stories Thanks! Smiles Post-event debriefs Damping Exchanges Tight or uncoupling Ignoring efforts Punishment Scapegoats Accusing questions Frowns Lack of acknowledgement Exchange DynamicExamples Does your organization depend on amplifying, damping, or mixed exchanges? Return

  21. How does it work? Return

  22. Feed Forward Tight/uncoupling Future surprises Unknown effects Lack of “fit” Tends to: Waste energy Isolate the sender Frustrate receivers Feed Back Loose coupling Emerging intelligence Iterative learning Developing “fitness” Tends to: Encourage adaptation Connect the sender Satisfy the receivers Exchange DirectionOptions Return

  23. Feed Forward Memos from mgt Proclamations Top Down Mission/Vision Corporate commands Hierarchical decisions Newsletters Broadcast email Feed Back Town hall meetings On-line discussions Emergent Mission/Vision Open door policy Mgt by walking around 360 degree feedback E-Bulletin Board Exchange DirectionExamples Does your organization depend on feed forward, feedback, or mixed exchanges? Return

  24. How does it work? Return

  25. Interesting Websites • www.hsdinstitute.org for other resources and connections • www.plexusinstitute.org for health care applications • www.cynefin.org for knowledge management applications • http://www.calresco.org/action.htm for many different applications • http://emergence.org/ for E:CO Journal • http://www.societyforchaostheory.org/conferences.html for research and practice

  26. Next time we will . . . Consider complex human systems dynamics of Training and Development. January 7, 2008 Same place Same time What are your training and development challenges?

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