- 1. Lubricating civic reconstruction:Reducing losses due to
inter-organisationalOConnor PsycSoc Conf 2011 Moa Resources p
1frictionFrank O'ConnorNZPsS PresidentConsultant, Moa Resources+64
21 386-911 [email protected] Zealand Psychological Society -
Annual Conference 2011
2. The scale of the disaster in Canterbury means thatthe
recovery will require integrated and timelydecision making across a
range of organisations The leadership and coordination of the
multi-year recovery effortin Canterbury will involve varied groups,
with differing interests Large amounts of work are being done,
planned, communicatedand alignedOConnor PsycSoc Conf 2011 Moa
Resources p 2 3. OConnor PsycSoc Conf 2011 Moa Resources p 3 4. How
will we keep the social agenda in syncwith the structural
agenda?There is no point in buildings, roads and sewersthat
struggle to find users At no stage in its history, has the working
population ofChristchurch needed to collaborate so much In the
initial rescue phase, organisations assisted each other muchas
neighbours reached over fences: without careful consideration
offinances and future As the recovery phase took over, these
organisations took stock oftheir situations, resources and
mandatesWhat comes next?OConnor PsycSoc Conf 2011 Moa Resources p 4
5. He tangata he tangata he tangataOConnor PsycSoc Conf 2011 Moa
Resources p 5 6. OConnor PsycSoc Conf 2011 Moa Resources p 6Time
moves onDrawing back naturally from the generous help ofthese first
phases. Some organisations found they had insufficient resource
tomaintain early recovery efforts and had to reconfigure Others had
delays in the supply of essential materials orknowledgeAdd the
overlay of strain that results from theongoing stress of
disruptions and delays toordinary ways of getting things done
acrossorganisations 7. What are we seeing?Evidence is emerging of
inter-organisational strainfollowing the phases Gordon outlines
forindividuals But the losses of performance are much greater in
impact whenthe linkages break down between, for example, an asset
ownerand their lead contractor or a core health facility and
itscontracted service providers What will keep institutions and
organisations joined up, willingand able to act together when
circumstances are ready?OConnor PsycSoc Conf 2011 Moa Resources p 7
8. What we need to recoverThere are social needs that underpin
economicrecovery and they need attention too For people to get
stuck into purposeful rebuilding activity ofwhatever kind is their
lot, and stick with it until it is done wellenough, they need to:
acknowledge a gap between what they had and what they now have be
able to address that gap have confidence that the gap will stay
addressed This appears to be the case for all individuals and
applies withslight variation to groups, whether families,
neighbourhoods ormore formal organizationsOConnor PsycSoc Conf 2011
Moa Resources p 8 9. It is not necessary to change.Survival is not
mandatory. W. Edwards DemingOConnor PsycSoc Conf 2011 Moa Resources
p 9 10. A lot of stuff is bustedStructural assets, such as houses,
factories, pipes,roads and wires, are both familiar and direct When
I notice my window is broken, I want it fixed to keep windand rain
out I find someone to do the work and, if needed, a way to pay them
I choose someone who will do a good job so re-repair is notneeded
Asset utility is reinstated to a sufficient standard Most people
can do some of thisMany organizations did and are doing
theirequivalent too: getting property, equipment, peopleand funds
organized to do their work againOConnor PsycSoc Conf 2011 Moa
Resources p 10 11. Munted: Made uselessOConnor PsycSoc Conf 2011
Moa Resources p 11 12. Information is broken tooInformational
assets who lives where where water, food or utility services are
available which schools have able-to-use sports fields where
parking spaces are commonly availableEach of these is familiar to
those who use them a lot, and theinformation is stored in a variety
of ways Rebuilding is less direct than for physical assets. users
may be frustrated that they no longer know what they did
reinstating useful knowledge is limited by ability to gather it
replication channels pass on others learnings eg, Facebook Ongoing
changes, due to additional damage as well as repairs,
reduceconfidence in being able to use informationUncertainty kills
information valueOConnor PsycSoc Conf 2011 Moa Resources p 12 13.
It is not the strongest of thespecies that survive, nor themost
intelligent, but the onemost responsive to change Author unknown,
commonlymisattributed to Charles DarwinOConnor PsycSoc Conf 2011
Moa Resources p 13 14. New kinds of information are neededMany
people struggle a bit with this sort of loss ofusable information,
but they persist and graduallythe gap is filled or the importance
of the gap is lostin all the other things that need doing
Organisations are responding to address the explicit data
lossesfirst Tacit know-how carried in peoples heads is less
available due tothe strain of operating while fixing the structures
that arent asthey wereInformation flows among organizations
areconstrained by damaged infrastructure and bydistracted human
carriers Workplace conversations spend less time talking about
thework than used to be the case People guess differently about
what might happenOConnor PsycSoc Conf 2011 Moa Resources p 14 15.
OConnor PsycSoc Conf 2011 Moa Resources p 15 16. Less tangible
losses are felt tooRelationships are assets used for exchanges
ofvalue to achieve social and economic objectives To share
responsibilities eg for care of other people, especially those less
able To produce goods and services To have fun and create
stuffRelationships are familiar to those directly involvedand
goodwill is held in different ways but the needfor rebuilding is
less obvious Parties to a relationship may be aware that they no
longerreceive or give what they did, and may wish to fix this
Absences, distractions and reduced availability (face to face,
byphone or other form) mean the relationships are no longer asable
to exchange as they wereOConnor PsycSoc Conf 2011 Moa Resources p
16 17. OConnor PsycSoc Conf 2011 Moa Resources p 17 18. Friction
goes up and fun goes downWith ability to reinstate relationships
limited,confidence at being able to rebuild for the futuresuffers
Relationships in families and in neighbourhoods show strain
invarious way: frazzled interactions low tolerance of differences
inflexibilityOrganisations feel the stress too, and
relationshipswithin and among organisations show similardisruption
Negotiations are more heated Agreement is more fragile Trust is
harder to win Anxiety about keeping of promises on delivery of
goods and servicesreceives frequent commentOConnor PsycSoc Conf
2011 Moa Resources p 18 19. Attitudes can be social and economic
assetsSome enduring attitudes are values supportive ofproducing
desired economic and social outcomes Fairness Impartiality
Responsibility Trustworthiness And what about: Desire to get things
done? Insistence on sufficient quality? Consideration for the needs
of others? Attitudes are not as reliably described as are other
classes ofassetBut their loss has impacts on recoveryOConnor
PsycSoc Conf 2011 Moa Resources p 19 20. Rebuilding attitudes is
often indirectPeople may be frustrated that they no longer feelwhat
they did but have no sense of ability to changethe way they feel in
their immediate setting or inthe likely future Many people have
found that effort to take control of the messtheir house or factory
is undone by a further aftershock a decision by an authority a
departure of a child-care provider damage to a vehicle exacerbated
by road conditions inability to get materials at a price that
allows them to stay inbusiness Attempts to rebuild reflect this low
ability, and frequently end inearly frustrationOConnor PsycSoc Conf
2011 Moa Resources p 20 21. "I think we're alla bit moreworried
aboutthepsychologicalimpact on thepeople ofChristchurchthan
theGovernment'sBudget.''Finance MinisterBill EnglishThe Press14
June 2011OConnor PsycSoc Conf 2011 Moa Resources p 21 22.
Psychology is helpingEspecially with the several thousand who
arementally woundedBut we can help more as a profession by
focussingon the few thousand others who are leaders Businesses
Services Communities Whanau Churches Social groups Sporting
codesAll are necessary to rebuild societyOConnor PsycSoc Conf 2011
Moa Resources p 22 23. To secure the wellbeing of our
people,continuing leadership is neededEffective leaders enable
their people to get on withtheir essential stuff Leaders are our
best antidote to uncertainty They help us focus on what has to be
done When we get stuff done, we all feel weve achieved something
Were confident about doing something moreEven if another shake
means we have to start overLeaders struggle just as the rest of us
do, and must cope with more changes to the schedule adapt to the
latest departures from the city find another person to do the work
that is still neededOConnor PsycSoc Conf 2011 Moa Resources p 23
24. We cannot afford to loseleadership because ourpeople will lose
heartWe need action to supportexisting highly effectiveleaders in
the greaterChristchurch communityAnd for as long as it takesOConnor
PsycSoc Conf 2011 Moa Resources p 24 25. Highest leverage on
capability andOConnor PsycSoc Conf 2011 Moa Resources p
25persistenceAim: To identify and enhance the capability ofvarious
kinds of leaders, so that they are more ableto keep goingThe
confidence areas worth most attention in theseleaders? Immediate
readiness to keep trying, and accepting other thingsare not ripe
for immediate attention Short-term ability to get things done, and
not taking on thingsbeyond present resources or permission Long
term willingness to keep trying for the foreseeable futurewithin
capacity and consent limits.In shaky collaboration of people in
research at the University of Canterbury, in practicein
Christchurch and at the Joint Centre for Disaster Research 26.
OConnor PsycSoc Conf 2011 Moa Resources p 26As a profession. we are
able to helpreceptive leaders tolead in the wide rangeof changing
andchallenging situationsaheadAs the new physicalstructures
come,these leaders will behelping thecommercial and
socialstructures reframe,strengthen and growHow?Picture: Waikato
Times 27. Address the stress: A process suggestionGather a group
for a couple of hours to discuss theways in which they address the
stress felt by thoseunder their leadership By focusing on what they
have done that works, they reinforcetheir own effective coping
strategies and encourage others to trythem There is little need for
theory or self-disclosure, beyonddescribing the situation
sufficiently for others to see why theleadership choice made was
suitable and likely to be effective While an example of a detailed
stress management processfollows, there are many others More
important is facilitation that helps participants discriminateWhat
Works versus What MightntOConnor PsycSoc Conf 2011 Moa Resources p
27 28. Discuss ways that work To notice ordinary leaders
responses/reactions to abnormalevents including change, loss, grief
and trauma To listen effectively and respond to those who look to
you forleadership when they are stressed or distressed To support
someone who is coping well at present and shows no present
vulnerability coping variably at present and shows some
vulnerability not coping at present and shows high vulnerability
likely to benefit from specialist helpOConnor PsycSoc Conf 2011 Moa
Resources p 28 29. Past, present and futureWhich is causing
theconfusion and delay?Look at differing needs In the past,
affecting immediatereadiness to keep trying, andaccepting that
other things arenot ripe for immediate attention Today, affecting
short-termability to get things done, andnot taking on things
beyondpresent resources or permission In future, affecting long
termwillingness to keep trying for theforeseeable future
withincapacity and consent limitsOConnor PsycSoc Conf 2011 Moa
Resources p 29ReadyAbleWilling 30. There is much we can do to
improveOConnor PsycSoc Conf 2011 Moa Resources p
30resilienceEspecially if we focus on how people are copingand help
them carefully with the particularchallenges they face, not with
the general challengethe city facesWe don't want to teach a set of
strategies that haveto be unlearned if matters get worse for folk
31. Example agenda: Information session A very busy hourExtra time
in skill building sessionsBackground to the strainChristchurch
people face Physical changes traffic, exercise,access Informational
changes where thingsare now Social changes whos about family,
friends Attitudinal changes risks and worriesStress responses What
everybody does What some people do What makes things worse How do I
react? How do my friends see me?What makes it harder to get
workdone Uncertainty in programmes Uncertainty in colleagues /
clients Uncertainty in self / close familyWhat can I do about my
uncertaintiesOConnor PsycSoc Conf 2011 Moa Resources p 31Who am I
concerned about? Colleagues? Friends? Family?What am I concerned
about? Events in the past Things happening today Things that might
(or might not)happenHow do I do the triage thing a colleague a
friend or family member myselfDiscussion on what we can dowhen
Getting help (from ) Helping others cope better Helping myself cope
better 32. OConnor PsycSoc Conf 2011 Moa Resources p 32