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A Focus on Synergistic Organizational Alignment with Courage and Humility

If you simply desire or require automatic and repetitive actions completed by your personnel, the information on this page is not for you.

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If superior task completion requires personal discernment by your personnel, and if you want or need to constructively leverage optimized discernment and discretion among your staff on behalf of your organization and its stakeholders, this page is definitely for you.

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To constructively leverage human discernment and discretion strategically — when and where it counts, throughout your organization — you must create the in-house conditions to make this possible.

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But let’s be frank: full alignment for individual and organizational performance may require individual and organizational courage, as explained by our colleague, Cathy Perme.

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cathypermepicCourage is the will to act in spite of fear or despair, for the purpose of human growth. Fostering organizational courage is difficult but the key lies in being true to vision and values while at the same time embracing current reality, despair, and fears.

~ “Organizational Courage, Part 1 of 2 – What It Is” by Catherine M. (Cathy) Perme, posted April 11, 2016

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This does require leadership-by-example, with humility and courage.

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So perhaps the first question you should ask yourself is, “Do I have the abilities and courage to take this on?”

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If you are thinking, “I’m not sure I can do this,” we encourage you to read this blog post, by our colleague, S. Chris Edmonds.

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You can begin your own work today toward obtaining full alignment for performance.

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You’ll do this by preparing yourself to explore your own and to then discover your personnel’s experiences & assumptions versus aspirations on the job.

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☞ ♣🐘 ♦☝ We have examined and worked with many approaches. ♠ ❈ ♬ ♡ ❄

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☞  We have distilled our learning experiences over more than twenty years to now provide you

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the very best, elegantly simple, and well-rounded

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sets of tools, processes, and considerations

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for your optimal success.

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More often than not, this could involve utilization of tools developed and published by hsisnowflakelogobw Human Synergistics International®.

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I, Dr. J, am an accredited member of the Human Synergistics Global Change Circle®.

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If interested: Clear and accurate understanding of human motivation will empower your even clearer understanding of the relevance and timeliness of “Constructive skills and understandings,” described below.

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☛ Evidence, across multiple settings, clearly indicates that most people would prefer to experience a more solid presence of “constructive” norms in their workplace.

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hsisnowflakelogobwIn the descriptions that follow, organizational culture style names and descriptions are from Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D., Organizational Culture Inventory®, Human Synergistics International, Plymouth, MI. Copyright ⓒ 1987-2015.  All Rights Reserved.  Used and adapted with permission.

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Take a moment to get the gist of this next slide.

ConstructiveStylesPic

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Note that the solid presence of “constructive” norms, as described above, contributes to more agile, effective, and satisfying performance.

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In fact, more effective organizations demonstrate stronger tendencies along constructive styles.

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☞ Constructive organizational performance and sustainability is achieved by actually “doing good.”

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An absence of strong tendencies along “constructive” styles tends to promote more “defensive” norms.

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Defensive norms also detract and reduce effectiveness of constructive norms.

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Defensive norms are associated with poorer organizational performance.

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☞ “Passive-defensive” norms of behavior show up when members attempt to protect vulnerability largely by “being good.”

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Check out the gist of the following slide.

Passive-DefensiveStylesPic

More effective organizations show lower tendencies along passive-defensive norms.

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More effective organizations also show lower tendencies along “aggressive-defensive” norms.

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☞ Aggressive-defensive styles of behavior are what show up when members attempt to protect their vulnerability and to raise personal status largely by “looking good.”

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Check out the gist of this slide:

Aggressive-DefensiveStylesPic

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Let’s take a look at how culture works:

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People have aspirations (including their “ideal workplace culture”) which they attempt to translate into an effective mission and philosophy, only to find that organizational structures, systems, technologies, and participants’ skills/qualities can interfere, creating the “current workplace culture” of operations.  The current culture represents an adaptation to less than perfect circumstances, which sets limits to individual, group, and organizational achievements.  (See below.)

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HowCultureWorksModel

             aspirations… >                 creations…             >         “reality”     >           current performance

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How much does this matter?

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This only matters to the extent that your organization faces serious performance challenges that have not succumbed to your efforts to address so far.

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Defensive cultures are more stressful, with lower performance.

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Constructive cultures are less stressful with higher performance.

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OCI,ResearchSummaryPic

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Your personnel will naturally demonstrate a variety of subtle and not-so-subtle constructive, passive-dependent, and aggressive-dependent approaches to sometimes conflicting organizational and social demands.

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To be frank, we are each susceptible to becoming defensive if/when stressed variously by different kinds of circumstances, dependent upon our experiences, backgrounds, and present support.

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This includes us as leaders.

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This work is not about identifying and then trying to change individual personalities. This is because it is not particularly constructive to focus on “personality,” per se.  This is about empowering all personalities to find more reliably constructive responses to task demands and stakeholder’s interests, with sufficient and useful support, through thick and thin.

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realcultureyouarehereorhere

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What do you think?

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☞  Is your organization facing recalcitrant performance challenges?yes-no

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☞  Can you see how “inevitable” misalignments among your organization’s

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  • structures

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  • systems

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  • technologies

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  • skills/qualities of personnel

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will at times spawn unfortunate adult defensiveness?yes-no

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☞ thereby detracting from reliable constructive engagement by organizational personnel?yes-no

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yes-no

☞  Can you see how more reliably constructive engagement by organizational personnel would lead to more agile and effective performance?

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yes-no

☞  Can you see how more reliably constructive engagement by organizational personnel would lead to less stress in your organization?

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yes-no

☞  Would less stress in your organization be helpful?

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yes-no

☞ Are you ready to move beyond simply using operations improvement “band-aides” and instead learn to work more effectively with what and whom you already have?

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yes-no

☛  Are you ready to seriously consider culture-based support of your personnel’s constructive leadership-by-example with agility under all circumstances — both predicted as well as unexpected?

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yes-no

☞  Might you seriously consider fine-tuned alignment (as you determine, based on clear data, efficiently secured from you and your personnel) of your organization’s climate factors in support of your organization’s desired operating culture — in order to positively transform your organization’s effectiveness, including especially when and where needed, working with what you have right now?

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Of the nine Yes/No questions above, to how many did you answer, “Yes”?

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If you answered “yes” to six (6) or more questions above, we invite you to start a conversation with us.

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If you answered “yes” to five (5) or fewer questions above, you may want to explore more via our website and with others.

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We welcome your comments and questions.

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Most sincerely,

~Norman

Peace of Mind for Peak Performance
Bridges to Culture Advantages
Conflict as Opportunity
(All firmly grounded in respect)

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