Lessons to Prevent Organizational Schizophrenia Jason P. Koenigsfeld CMAA

1. Lessons to Prevent Organizational Schizophrenia Jason P. Koenigsfeld CMAA

2. What is your job?

4. Start discussion on: • What – The way you define your job, what you think it is isn’t what you think it is. • Why – Impossible for people to comprehend. • How – How to get that done because it is difficult.

7. Most people define their job: Your job is not what you do, but the goal you pursue

8. I help club managers learn

9. What is the goal in Rugby?

10. To win!

11. What is the most important job of every member of a rugby team? team? To Win!

12. In other words: • The goal of every player on a team is help the team win. • It is not your goal, your goal is subordinate to helping the team win. • No individual goal of a player wins the game; the team wins or loses together. • Not the goal of your position; it is the goal of the team that is superior to your position.

13. Goal of everyone in your club? • Help the club win! • The way you do the job is your position.. (golf pro, food and beverage, admin, GM, etc.) • Everyone should be committed to helping the club win!

14. How do you help the club win: Through exceptional hospitality, The Country Club at DC Ranch is committed to building tradition and dedicated to being the pre-eminent southwest lifestyle club by creating a legacy of fun, family and friendliness.

15. Consciousness • Paying attention and knowing what is going on. Most basic business and life skill. Most important survival skill. • Ability to think and make decisions but more importantly carried through behavior. • Starts with the individual but extends to the group; groups can be conscious or unconscious.

16. Unconsciousness • Unconsciousness is rampant in business and life. We are trapped in a dream. • Team purpose needs to be aligned to individual purpose for consciousness to occur. • Not just knowing your perspective but understanding others perspectives as well and respecting that perspective. • Consciousness and learning are connected

17. Exercise: • Think about a time when you learned something new and it had a big impact on your life? • How did you feel before you had this learning experience? • After the event happened, how did you feel?

18. Birth of my son • Before I felt – anxious, nervous, scared and extremely tired. Not pleasant. • After my life altering event I felt – joy, emotional, happiness, sense of purpose. • Old ways are not working anymore. Learning has at first nervous energy when world is turned upside down. • Helps you grow in consciousness, the pain of seeing – opening of eyes, demands commitment to learn.

19. Learning • In business – people want to stay stuck. Heavy price to pay in order to change. Called sunk cost. • Learning is the expansion of one’s capacity to accomplish the results that one wasn’t able to accomplish before (Gap between – what I am creating and what I want to create). • You learn something when you’re able to produce it.

20. Knowing vs Learning • Knowing a lot about the result isn’t the same thing as being able to make it happen. • Failure is an opportunity for learning - Important to acknowledge you don’t know. • If you can’t produce it; you don’t know it. • Learning starts with ignorance – when I do not know something I want to figure it out.

21. Knower • Blame external factors (traffic was terrible) • Very brittle personality, they are always right. “they know everything management to leadership” • Generous with their knowledge – regardless if they know it or not. • Willing to fail if it means they aren’t exposed to not knowing – failure is still a threat to identity. • Afraid of learning – self-righteous and others are to blame. • Committed to unconsciousness – huge liability to club and team full of egos.

22. Learner • Not defined by being right or what they know. • Identity is change and growing – a space of possibilities – open to learn and evolve. • “I don’t know from a learner is a badge or honor” – not a threat. • Committed to consciousness – if I am not effective, I want to see that and improve on ineffectiveness. • Does not blame the challenge – I choose the behavior when I face each circumstance. Results are due to external factors and persons capacity to cope.

23. The Player and the Victim • Think of a recent scenario where someone wronged you? • What happens when something goes wrong? • In control vs out of control

24. Victim Questions: • What happened to you? • Who is to blame? • What did he/she do wrong? • Why did he/she do it? • What should she/he have done? • What should he or she do now to fix it? These make you feel like a victim and get you stuck and make you self-righteous.

25. When something goes wrong: • It was not my fault, it was out of my control. Learned when we were toddlers. • To be safe and loved – we must be innocent. • “It broke” – Cash Koenigsfeld, 2015-2018 • “It spilled” – Cash Koenigsfeld, 2015-2018 • “It’s too difficult” – Cash Koenigsfeld, 2018 • “It got lost” – Cash Koenigsfeld, 2018 • “The meeting went long” ; “traffic was terrible”– Jason Koenigsfeld, 1998-2018

27. Reality • If you do not feel part of the problem, you cannot be part of solution. • What can I do to respond to this situation? • I didn’t create it but I am going to be part of it. • Responsibility = Power

28. Player Questions: • How did I contribute (by doing or not doing) to create the problem? • What can I do now? • What can I learn from this?

29. Be a player: • In business, best possible end of career is retirement. • Club will live-on or will run well without you. We are not that important. • Key is to pay attention to this before it happens - Find a source of happiness outside of work.

31. Viktor Frankl • Austrian Psychotherapist – Man in search of meaning, prisoner and survivor in Auschwitz • Heroism of taking responsibility of being conscious of one power to choose. • Ultimate human dignity is not controlling its destiny but how one chooses to respond to a situation. • Free will is the awareness and choice that comprise consciousness. • Consciousness is a commitment to live a life aligned with my deepest purpose.

32. Have you ever heard? • Be effective and try new things??? • Trying new things might hurt our effectiveness • Don’t give me the bad news but at the same time tell me exactly what is going on???? • These kind of statements encourage us to give up or think it is impossible.

33. Schizophrenia • Greek – Schizo = Split • Gregory Bateson • Anthropologist, psychologist, sociologist. • Focused on psychology of individual. • Inner feelings of individual not as important as the interactions of individual and his or her environment. • Found Double Bind.

34. Double Bind • Step 1 – Have a relationship where another person believes his/her well being is dependent on you. • Step 2 – Give primary injunction – order to individual; I want you to be independent and think on your own. Need to back this with a threat. (I won’t consider you respectful and I will punish you).

35. Double Bind Continued • Step 3 – Give them a secondary injunction that is contradictory to the first with the threat of punishment (If you break this rule you will also be in trouble). Puts individual in double bind. Damned if you do or damned if you don’t. • If they ever bring about the contradiction cut them off immediately; “this is your problem, all on you, no one else is this way”.

36. Double Bind Continued • Step 4 – Make contradiction between primary and secondary injunction totally undiscussable – If discussed threaten punishment. • Step 5 - Say we have no secrets – this appears to be open but is not. All is open for discussion but if they bring it up or want to discuss you will punish them severely. • Step 6 – Person must strongly believe that they cannot exit; they cannot leave the situation.

37. In Business: • Chris Argyris and Donald Schön – Found organizational defensive routines. • Step 1 – need a boss that has some authority over a subordinate • Step 2 – Boss will give an instruction enforced by a certain threat of punishment (taking favors away, firing) • Step 3 – Give contrary instruction that contradicts with the first also with the threat of punishment.

38. Example: • I want you to give me the truth; I want to know what is going on but get real angry and upset when subordinate reports trouble. (I don’t need you ruining my day – bring me solutions, I don’t want to hear problems). • Make double bind undiscussable – we cannot discuss this – I don’t need people to burden me, I need them to lighten my load. • Employee knows I should not bring issues up or I will be in trouble.

39. In Clubs • Contradiction Statements Everywhere: • “Take risks but we don’t want you to fail” • “We want you to be independent but don’t break any of our traditions” • “Be creative but don’t change anything” • “Don’t increase dues but we should be able to make money in food and beverage”

40. Overcoming the Double Bind • Become centered in your life is ownership of oneself. • If your boss won’t allow you to talk about it then there is a problem. • Step 1 – Will your boss make time available to discuss the situation? Display attitude of service, want to help and support you but need clarification. • Step 2 – Take responsibility for your confusion. Own your opinions & ideas.

41. Overcoming the Double Bind • Engage your boss to solve the problem. That is their benefit to solve. • Discuss your confusion and recap the double bind. Here is where I am confused. • Most importantly take responsibility of the dilemma but admit you don’t know how to do it (learner and player). • Ask for help. Most will act positively to this approach unless they too are in a dilemma.

42. Double Bind from Two Bosses • Invite both bosses into a room, put issue out there in respectful and humble way. • Tell them you understand both positions (repeat both) but need to bring the two of you together to get one instruction. • What works moving forward as I cannot do both at the same time. (please come together). • Create integrated consciousness for group; everyone must deal with situation (harmoniously). • Never do this individually as that manifests the split.

43. Putting others in the Double Bind • Seek out your employees and ask them if you put them into double binds. • Tell them it was not your intention, I was acting unwarily. Please bring it to me so I can change my intentions. • Key to make your employees understand your openness – they must believe you are willing to discuss things. Trust will be built over time, won’t believe your words but how you behave. • Most believe this is only a senior manager issue (incorrect)

44. Organizational Schizophrenia • Dealing with things does not mean you get everything you want but it gives you consciousness and a sense of who you are (truth). • Truth is an opportunity to grow. Truth is ultimate antidote against craziness. • Highest gradient or steepest accent in human development is absolute commitment to openness and truth.

45. Comments or Questions Thank you!!!

46. References • Argyris, C. (1992). Overcoming Organization Defenses. The Journal for Quality and Participation. 15(2), 26. • Argyris, C. & Schön, D. (1989). Participatory Action Research and Action Science Compared. Sage: American Behavioral Scientist. 32(5), 612-623. • Argyris, C. (1999). On Organization Learning. • Frankl, V. (1946). Man’s Search for Meaning. Beacon Press. • Kofman, F. (2006). Conscious Business: How to Build Value Through Values. Sounds True.