In this video blog analysis I will be answering and addressing the following four (4) questions below:
Michael Bonsignore, CEO of Honeywell, states that Honeywell will not be an extension of the old Honeywell or Allied Signal. He is creating a new culture that blends the best of the merged companies of Honeywell and Allied Signal. He says that Honeywell will compensate and reward people that look for best practices from both companies in creating a new corporate culture and punish those who do not. Do you predict Honeywell will be successful?
Michael Bonsignore is going to test many boundaries with this approach but I believe the best way to obtain organizational change is make people feel uncomfortable. During large organizational mergers, it can be very unsettling for employees because they are not sure of the new corporate culture and are still trying to establish the best means in which create new communities. In addition, many employees maybe unsure of how they fit into the new organization or if their positions will still be of value. I have seen many mergers take place where people lose their jobs and so tasking both Honeywell and Allied Signal employees with job of creating best practices shows that he looking to unify the two organizations into one large family. With that being said, I don’t think Bonsignore should approach any new situation with the idea that those who do not look for best practices will be punished because that statement comes across as he knows all the employees and how they work and can equally task them with the job to do this mission. If I was in this position I would create teams of individuals from both Honeywell and Allied Signal which would help to bridge the gap from separate organizations to one organization and then have those groups create best practices and ways to create a new corporate culture therefore taking it away from being an individual project but instead an organizational initiative.
What barriers do you see based on what you observed in the video?
I think one barrier I noticed is communication and organizational structure. Both organizations need to make sure they are communicating with their employees regardless of the size of the organization and that they are creating a structure that allows for upward and lateral growth and communication.
What critical success factors should Honeywell consider as it crafts its organizational strategies around a new culture?
In the Brown (2011) text, it is discussed that steam analysis is important during organizational changes because it is used in planning the implementation and analysis of behavior, structural and technological changes which is what Honeywell will be enduring as it embraces its organizational changes. I believe that Honeywell needs to identify the strengths and weakness of both organizations and focus on correcting the weaknesses and building on the strengths. Each organization will have different levels of their individual success factors but if they can create unified factors the organization should be able to maintain success.
What can you take away from this exercise to immediately use in your career?
I have found that both Bethune and Bonsignore have a strong understanding of what is important in running large successful organizations but it important to know what your strengths and weaknesses are. I can take away different pieces of this video but I think what is most important is what Bethune said and that is happy employee’s aid immensely in boosting customer satisfaction. I work in a service industry and my direct customers are course developers and ultimately students so when everyone is happy that boosts enrollments and creates additional revenue for the university.
References
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
Organizational change [Web series episode]. (2011). In Mastering the art of corporate renivention. PBS. Retrieved from http://digital.films.com/play/GWEU7L
Tuesday, September 24, 2013
Wednesday, September 18, 2013
A630.6.4.RB_50 Reasons Not to Change/The Tribes We Lead
Change is inevitable and regardless if the change is good or bad, it often will happen when you least expect it. What is interesting about change is that we are the creators of change but yet we are the first to label change with a negative connotation. Instead of blaming change or giving it a negative connotation, instead we should embrace it and use it to our advantages which means we need to be the “tribe leaders” (Godin, 2009). In this video blog analysis I will be answering and addressing the following five (5) questions below:
How do you react when you hear colleagues using some of the excuses listed in the 50 Reasons Not to Change graphic?
In the 50 Reasons Not to Change presentation, the one that I hear often is, “It needs further investigation” which always seems to upset me immediately. I often wonder if people think that I haven’t done my own investigation and have weighed out the pros and cons. Just because a person is not an employee with a flashy title, does not mean that their ideas for change are invalid. In a previous job I had, I often tried to find my voice and find ways in which to change certain processes and I never was successful because the “investigation” word always appeared but no further actions were taken. It took me leaving my previous position and starting my current position to get a voice and be heard. It is so empowering for a person who desperately wants to make changes to an organization, who knows the risks, and is ready to lead to be given the ability to do so. I am a big advocate for women leaders because I believe that women have a lot more to offer and it pains me because many of the excuses in the reasons to change are often coming from women who are afraid to “lean in” (Sandberg) and demand to be heard and make the changes that are necessary for success.
Do you ever use any of these excuses yourself?
I think anyone who says they do not use these excuses is point blank lying. I have used many of these excuses in the past when I felt as though I didn’t have the support to enact change but as I have gotten older, had more professional experiences, and continued my educational journey, I feel more empowered to state when I feel as though things need to be changed. It is my belief that if a person feels empowered in their position or their experiences than they are less likely to give excuses but will continue to try even if that means failing in the process.
How can you overcome the thinking that creates those responses to change efforts?
People need to have confidence and feel as though they are empowered by people around them. More often than not, people will not raise their hand to ask the hard questions because they are afraid of upsetting others but as Seth Godin stated, you can’t make a change if you are not upsetting, connecting, or leading people (2009). I think it is very important to start teaching our youth that you have to ask the questions, demand the answers, and stay persistent in this new globalized world in order to create changes and movements. I am sure my teachers from my childhood would remember me as “that kid who wouldn’t stop asking why” because I always wanted to know more and push the limits; I suppose I am still that way today but I think it is making me a stronger leader.
Do you agree with Seth Godin’s concept that change is driven by tribes?
I agree 100% and I have to start off by saying I loved this TED video. This TED video was very eye opening and made me want to create a movement and make a change especially when he spoke of the Sheep Walker example. I know what I don’t want to be that person but instead I want to be the black sheep trying to get everyone together to connect and move towards changes and the betterment of a specific cause. I never thought of the fact that I am influenced and can influence others by tribes but all of the examples are pure examples of how tribes create change and that it’s not about shelf space and Neiman Marcus but it’s about reaching people all over the world through a pair of shoes at a time.
What can you take away from this exercise to immediately use in your career?
For most of my life I have been the person to say what is on my mind and standup for what is right even if that meant a longer and harder battle with opposition. This exercise solidified that in order to create change and make a difference we have to stop making excuses and empower one another with the strength to move mountains. What I plan to take away from this exercise is the example presented in the TED video which is Tell a Story > Connect a Tribe > Lead a Movement > Make a Change.
References
Godin, S. (2009). Retrieved from http://www.ted.com/talks/seth_godin_on_the_tribes_we_lead.html
How do you react when you hear colleagues using some of the excuses listed in the 50 Reasons Not to Change graphic?
In the 50 Reasons Not to Change presentation, the one that I hear often is, “It needs further investigation” which always seems to upset me immediately. I often wonder if people think that I haven’t done my own investigation and have weighed out the pros and cons. Just because a person is not an employee with a flashy title, does not mean that their ideas for change are invalid. In a previous job I had, I often tried to find my voice and find ways in which to change certain processes and I never was successful because the “investigation” word always appeared but no further actions were taken. It took me leaving my previous position and starting my current position to get a voice and be heard. It is so empowering for a person who desperately wants to make changes to an organization, who knows the risks, and is ready to lead to be given the ability to do so. I am a big advocate for women leaders because I believe that women have a lot more to offer and it pains me because many of the excuses in the reasons to change are often coming from women who are afraid to “lean in” (Sandberg) and demand to be heard and make the changes that are necessary for success.
Do you ever use any of these excuses yourself?
I think anyone who says they do not use these excuses is point blank lying. I have used many of these excuses in the past when I felt as though I didn’t have the support to enact change but as I have gotten older, had more professional experiences, and continued my educational journey, I feel more empowered to state when I feel as though things need to be changed. It is my belief that if a person feels empowered in their position or their experiences than they are less likely to give excuses but will continue to try even if that means failing in the process.
How can you overcome the thinking that creates those responses to change efforts?
People need to have confidence and feel as though they are empowered by people around them. More often than not, people will not raise their hand to ask the hard questions because they are afraid of upsetting others but as Seth Godin stated, you can’t make a change if you are not upsetting, connecting, or leading people (2009). I think it is very important to start teaching our youth that you have to ask the questions, demand the answers, and stay persistent in this new globalized world in order to create changes and movements. I am sure my teachers from my childhood would remember me as “that kid who wouldn’t stop asking why” because I always wanted to know more and push the limits; I suppose I am still that way today but I think it is making me a stronger leader.
Do you agree with Seth Godin’s concept that change is driven by tribes?
I agree 100% and I have to start off by saying I loved this TED video. This TED video was very eye opening and made me want to create a movement and make a change especially when he spoke of the Sheep Walker example. I know what I don’t want to be that person but instead I want to be the black sheep trying to get everyone together to connect and move towards changes and the betterment of a specific cause. I never thought of the fact that I am influenced and can influence others by tribes but all of the examples are pure examples of how tribes create change and that it’s not about shelf space and Neiman Marcus but it’s about reaching people all over the world through a pair of shoes at a time.
What can you take away from this exercise to immediately use in your career?
For most of my life I have been the person to say what is on my mind and standup for what is right even if that meant a longer and harder battle with opposition. This exercise solidified that in order to create change and make a difference we have to stop making excuses and empower one another with the strength to move mountains. What I plan to take away from this exercise is the example presented in the TED video which is Tell a Story > Connect a Tribe > Lead a Movement > Make a Change.
References
Godin, S. (2009). Retrieved from http://www.ted.com/talks/seth_godin_on_the_tribes_we_lead.html
Friday, September 13, 2013
A630.5.4.RB_NASA Culture Change
In situations of crisis, it is important to have a plan of action to address both the situation and the causes surrounding it. NASA has been a public figure for over 80 years and when tragic events take place such as the Columbia, it was critical that NASA take a proactive step in addressing some of their weaknesses. In the NASA video, O’Keefe states that the organization as a whole works together as a team but managerial interactions are low which can be a macro issue effecting many departments and ultimately uncover large gaps and weaknesses in the organizational structure (2004). In this video blog analysis I will be answering and addressing the following four (4) questions below:
Why did NASA Administrator Sean O'Keefe address NASA employees to describe the plan to bring about proposed changes to NASA's culture?
Sean O’Keefe addressed the employees of NASA because he wanted to gain their support for the changes that were to be implanted after the Columbia tragedy. Successful leaders do not go into a meeting and say “We are making changes and this is what they are going to be” and then walk out. Instead successful leaders create a town hall type of meeting where question and answers can be addressed and where upper management has the opportunity to gain supports for the changes that are coming. I have found that it is important to gain the respect and commitment from other employees before jumping in and making substantial changes.
Was he believable? Is it important whether he appeared to be believable?
Sean O’Keefe is believable but also very dry. I have found that when leaders are enthusiastic about organizational change and rally everyone together the results tend to be slightly better than with a leader who is monotone. The message is clear in that he wants to see the changes take place that will help to maintain team work and boost managerial/employee interactions. In dealing with a large and dispersed organization such as NASA, it is very important for their leadership team to present themselves as believable. You want your staff to get behind the changes and help to move things forward for the better but if the top leaders do not connect and or come off as unbelievable then the organization will struggle through times of change and often can have negative results.
Why did he talk about NASA values?
Connecting with your audience can make or break the message being presented by the speaker. Due to the extensive changes being proposed, it was critical that O’Keefe reached his audience by connecting with them via NASA’s values. In the Tips on How to Prepare Your Audience for a Big Change at your Company, leaders should take “baby steps” in order to connect with everyone and part of those steps is creating the connection and bond between employees values and those of the organization they are affiliated with. O’Keefe was also setting a tone with the audience in that he was taking the situation and presenting in such a way that all employees felt as though they could help to make a difference. When employees feel as though what they do does not affect the organization as a whole nor makes a difference they are less likely to put forth their efforts to evoke and promote positive changes within the organization.
What can you take away from this exercise to immediately use in your career?
The Columbia tragedy is something everyone can learn from because it shows how little areas of disconnect within an organization can have lasting results that trickle down to other areas/departments within an organization. Communication is a key element in any organization and when employees feel as though they cannot communicate with others and or management there is an immediate red flag arises. I am fortunate to work in an organization where we an open door policy meaning that we can communicate with anyone at any time making the work environment less tense and at times more collaborative. The biggest lesson I learned in the video is that it is important to not wait until the last minute to say something but when problems arise they should be handled in order to prevent a domino effect.
References
C-span video library . (2004, April 13). Retrieved from http://www.c-spanvideo.org/program/SACu
Tips on how to prepare your audience for a big change at your company. (n.d.). Retrieved from http://www.ereleases.com/prfuel/tips-on-how-to-prepare-your-audience-for-a-big-change-at-your-company/
Why did NASA Administrator Sean O'Keefe address NASA employees to describe the plan to bring about proposed changes to NASA's culture?
Sean O’Keefe addressed the employees of NASA because he wanted to gain their support for the changes that were to be implanted after the Columbia tragedy. Successful leaders do not go into a meeting and say “We are making changes and this is what they are going to be” and then walk out. Instead successful leaders create a town hall type of meeting where question and answers can be addressed and where upper management has the opportunity to gain supports for the changes that are coming. I have found that it is important to gain the respect and commitment from other employees before jumping in and making substantial changes.
Was he believable? Is it important whether he appeared to be believable?
Sean O’Keefe is believable but also very dry. I have found that when leaders are enthusiastic about organizational change and rally everyone together the results tend to be slightly better than with a leader who is monotone. The message is clear in that he wants to see the changes take place that will help to maintain team work and boost managerial/employee interactions. In dealing with a large and dispersed organization such as NASA, it is very important for their leadership team to present themselves as believable. You want your staff to get behind the changes and help to move things forward for the better but if the top leaders do not connect and or come off as unbelievable then the organization will struggle through times of change and often can have negative results.
Why did he talk about NASA values?
Connecting with your audience can make or break the message being presented by the speaker. Due to the extensive changes being proposed, it was critical that O’Keefe reached his audience by connecting with them via NASA’s values. In the Tips on How to Prepare Your Audience for a Big Change at your Company, leaders should take “baby steps” in order to connect with everyone and part of those steps is creating the connection and bond between employees values and those of the organization they are affiliated with. O’Keefe was also setting a tone with the audience in that he was taking the situation and presenting in such a way that all employees felt as though they could help to make a difference. When employees feel as though what they do does not affect the organization as a whole nor makes a difference they are less likely to put forth their efforts to evoke and promote positive changes within the organization.
What can you take away from this exercise to immediately use in your career?
The Columbia tragedy is something everyone can learn from because it shows how little areas of disconnect within an organization can have lasting results that trickle down to other areas/departments within an organization. Communication is a key element in any organization and when employees feel as though they cannot communicate with others and or management there is an immediate red flag arises. I am fortunate to work in an organization where we an open door policy meaning that we can communicate with anyone at any time making the work environment less tense and at times more collaborative. The biggest lesson I learned in the video is that it is important to not wait until the last minute to say something but when problems arise they should be handled in order to prevent a domino effect.
References
C-span video library . (2004, April 13). Retrieved from http://www.c-spanvideo.org/program/SACu
Tips on how to prepare your audience for a big change at your company. (n.d.). Retrieved from http://www.ereleases.com/prfuel/tips-on-how-to-prepare-your-audience-for-a-big-change-at-your-company/
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