Strategy to Action: Strategy to Action: The Power of HSD The Power of HSD Session 4: HSD and Communications Session 4: HSD and Communications December 10, 2008 December 10, 2008 Glenda H. Eoyang, Ph.D. [email protected] Jennifer Schuster-Jaeger [email protected]
Strategy to Action: The Power of HSD Session 4: HSD and Communications December 10, 2008 Glenda H. Eoyang, Ph.D. [email protected] [email protected].
Mar 26, 2015
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Strategy to Action:Strategy to Action:The Power of HSDThe Power of HSD
Session 4: HSD and CommunicationsSession 4: HSD and CommunicationsDecember 10, 2008December 10, 2008
Glenda H. Eoyang, Ph.D.
Jennifer Schuster-Jaeger
© 2008. HSD Institute. 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?
© 2008. HSD Institute. 3
Series GoalSeries Goal
Improve your performance as you:
Manage projects
Plan for change
Train and develop capacity
Manage performance
CommunicateLead virtual teams
© 2008. HSD Institute. 4
Series OverviewSeries 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
© 2008. HSD Institute. 5
Your Guide . . . Your Guide . . . Glenda EoyangGlenda Eoyang
[email protected]@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!
© 2008. HSD Institute. 6
Your Guide . . . Your Guide . . . Jennifer Schuster-JaegerJennifer Schuster-Jaeger
[email protected] [email protected]
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
© 2008. HSD Institute. 7
Today we will . . . Today we will . . .
Redefine communication. Identify four design criteria to
improve effectiveness and efficiency of communication.
Apply new learnings to old challenges.
© 2008. HSD Institute. 8
Communication = Exchange
Information Energy Money Signals Talk Social connection Natural resources Products And, and, and . . .
What are the most critical exchanges in
your team or organization?
© 2008. HSD Institute. 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.
© 2008. HSD Institute. 10
Coupling and Predictability
Tight couples >>Predictable Behavior
Loose couples>>Emergent Behavior
Un couples >>Random Behavior
© 2008. HSD Institute. 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.”
© 2008. HSD Institute. 12
Design Exchanges
Current Future
Length
Width
Dynamic
Direction
Continue
© 2008. HSD Institute. 13
Exchange LengthOptions
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
Return
© 2008. HSD Institute. 14
Exchange LengthExamples
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
Return
Does your organization depend on long, short, or mixed exchanges?
© 2008. HSD Institute. 15
How does it work?How does it work?
Return
© 2008. HSD Institute. 16
Exchange WidthOptions
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
Return
© 2008. HSD Institute. 17
Exchange WidthExamples
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
Return
Does your organization depend on wide, narrow, or mixed
exchanges?
© 2008. HSD Institute. 18
How does it work?How does it work?
Return
© 2008. HSD Institute. 19
Exchange DynamicOptions
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
Return
© 2008. HSD Institute. 20
Exchange DynamicExamples
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
Return
Does your organization depend on amplifying,
damping, or mixed exchanges?
© 2008. HSD Institute. 21
How does it work?How does it work?
Return
© 2008. HSD Institute. 22
Exchange DirectionOptions
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
Return
© 2008. HSD Institute. 23
Exchange DirectionExamples
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
Return
Does your organization depend on feed forward,
feedback, or mixed exchanges?
© 2008. HSD Institute. 24
How does it work?How does it work?
Return
© 2008. HSD Institute. 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.h
tml for research and practice
© 2008. HSD Institute. 26
Next time we will . . . Next time we will . . .
Consider complex human systems dynamics of Training and Development.
January 7, 2008Same placeSame time
What are your training and development
challenges?
Related Documents
