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/
Monday, August 26, 2013
A630.4.4.RB_How Companies Can Make Better Decisions
Having effective decision makers within an organization can be the difference between an organization being static and dynamic. In the Blenko video, Maria states that making good decisions is similar to Goldilocks in that you can’t make too much or too little but instead it needs to be just the right amount (2013). In this video blog analysis I will be answering and addressing the following four (4) questions below.
Marcia Blenko argues that decision effectiveness correlates positively with employee engagement and organizational performance. How do you think that employee engagement relates to decision effectiveness?
When organizations make large and impactful decisions, those decisions can change the dynamics of workplace in both positive and negative manners. When leaders do not take into account how their decisions will affect their employees, they are being ineffective decision makers. I understand that not all decisions will have a grace period in which decision makers can communicate with those who will be affected by the decision but there should be a period of time when leaders review the overall impact of the decisions they are making. When decisions are made that positively change the working environment and help to create a feeling of culture and community, employee engagement will rise and people will feel as though they are receiving ROI for their hard work. Organizations best assets are their employees and you want them to be a part of the decision making process as they can add insight into areas and topics that can and often do have positive and lasting impacts on the organization as a whole.
What are some impediments to good decision making?
Hindrances and obstacles can be found in any decision making process; no one is exempt from it. Impediments such as making decisions too quickly (speed), not having all the information, leadership uncertainty, and not enough support from others can hinders a person’s ability to make strong decisions also trust can play a large role in how an organization accepts decision making. Leaders must be fully prepared before jumping in to make decisions that affect large groups of people or an organization as a whole.
Blenko suggests that there are four elements of good decisions: quality, speed, yield, and effort. In your opinion, is there anything missing from this list?
I think those are strong areas and elements and I also think that those elements are greatly affected by different levels regarding the decision maker such as educational experience and industry experience. People often think that elements work alone but they are not standalone items yet instead they are directly and indirectly affected by those making the decisions. I often use the example of my previous supervisor, although this person has strong elements working in their favor, they don’t have certain educational, or job experiences to be an effective decision maker and would often make rash and sometimes unethical decisions and would not think about how those decisions affected others. I think it another element to be added would be: strategy.
What can you take away from this exercise to immediately use in your career?
This topic resonates high with me because my job is centered on making effective decisions every day. As an Instructional Designer I have to decision how the courses I build will look, feel, and function while at the same time ensuring the material flows for all students and instructions (effectiveness). I know that reach time I change something or make a certain decision I have to make sure that it work well for everyone involved in the making and taking of that course.
References
Blenko, M. (2010, October 13). How Companies Can make better decisions, faster [Video]. Retrieved from http://www.youtube.com/watch?v=pbxpg6D4Hk8&feature=player_embedded
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
Marcia Blenko argues that decision effectiveness correlates positively with employee engagement and organizational performance. How do you think that employee engagement relates to decision effectiveness?
When organizations make large and impactful decisions, those decisions can change the dynamics of workplace in both positive and negative manners. When leaders do not take into account how their decisions will affect their employees, they are being ineffective decision makers. I understand that not all decisions will have a grace period in which decision makers can communicate with those who will be affected by the decision but there should be a period of time when leaders review the overall impact of the decisions they are making. When decisions are made that positively change the working environment and help to create a feeling of culture and community, employee engagement will rise and people will feel as though they are receiving ROI for their hard work. Organizations best assets are their employees and you want them to be a part of the decision making process as they can add insight into areas and topics that can and often do have positive and lasting impacts on the organization as a whole.
What are some impediments to good decision making?
Hindrances and obstacles can be found in any decision making process; no one is exempt from it. Impediments such as making decisions too quickly (speed), not having all the information, leadership uncertainty, and not enough support from others can hinders a person’s ability to make strong decisions also trust can play a large role in how an organization accepts decision making. Leaders must be fully prepared before jumping in to make decisions that affect large groups of people or an organization as a whole.
Blenko suggests that there are four elements of good decisions: quality, speed, yield, and effort. In your opinion, is there anything missing from this list?
I think those are strong areas and elements and I also think that those elements are greatly affected by different levels regarding the decision maker such as educational experience and industry experience. People often think that elements work alone but they are not standalone items yet instead they are directly and indirectly affected by those making the decisions. I often use the example of my previous supervisor, although this person has strong elements working in their favor, they don’t have certain educational, or job experiences to be an effective decision maker and would often make rash and sometimes unethical decisions and would not think about how those decisions affected others. I think it another element to be added would be: strategy.
What can you take away from this exercise to immediately use in your career?
This topic resonates high with me because my job is centered on making effective decisions every day. As an Instructional Designer I have to decision how the courses I build will look, feel, and function while at the same time ensuring the material flows for all students and instructions (effectiveness). I know that reach time I change something or make a certain decision I have to make sure that it work well for everyone involved in the making and taking of that course.
References
Blenko, M. (2010, October 13). How Companies Can make better decisions, faster [Video]. Retrieved from http://www.youtube.com/watch?v=pbxpg6D4Hk8&feature=player_embedded
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
Saturday, August 24, 2013
A630.3.3.RB_A Day in the Life of the Culture Committee
Creating culture is so important to the success of an organization. Having a foundation with your employees creates not only a family-feel but also creates a feeling of pride. In the Southwest video, the Los Angeles team promoted a culture that they have created which helps and rewards both flight attendants and pilots. Below I will be answering four (4) additional questions regarding the video in more detail.
Is the Culture Committee at Southwest effective in establishing cultural norms?
I have found that after watching this video, which includes employee feedback and testimony that yes, Southwest is effective in establishing cultural norms. According to the Brown (2011) text, I have found that Southwest is creating strong corporate culture as well. People often ask what does it mean to be “effective” and how to measure “effectiveness” and I have found that the best way to establish effectiveness is by feedback and employee engagement. The only way to know if something is done right is to see how it stacks up with other people and also to see if you, the person creating the culture, would find these strategies effective.
From what you can tell, what is the purpose of the culture committee at Southwest?
The purpose of the culture committee at Southwest is to provide both pilots and flight attendants with a reward for all the hard work they put in day-after-day. When you create a culture within an established organization you have to make sure the purpose is clear and positive to promote a sense of community from within. Due to the large scale of employees Southwest has, it can be difficult to start a culture that affects everyone but from this video it is clear that this is just a part of the larger culture that spreads throughout each airport which in turn unifies the organization and the brand.
What would you see as a viable mission for a culture committee in your place of work (or your last place of work if you are not currently working)?
In my department at ERAU Worldwide we have the Party Planning Committee also known as the PPC which is a trio of individuals who create culture by planning and developing team building activities each quarter. Because of the nature of our department we all often work different hours and can be swamped by the heavy workload so having a time when we can all get together and relax is very important. I think before this committee was enacted there was a lot of disconnects between employees and now are mission is to work as a team and utilize each other’s strengths.
What can you take away from this exercise to immediately use in your career?
I love any organization that can showcase means in which they take to create culture in their organization as it helps to promote ideas I can use in my organization. The team I currently work for is always looking to find ways to bring the department closer together and any examples I can find only make it easier for the committee to build in new experiences as well as continue to build on the already established culture we have.
This video really struck home for me because I can relate to the video along with my fellow colleagues and I would love to see my department make something like this to showcase what we are doing to help other organizations create culture and community.
References
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
NutsAboutSouthwest (2008). Retrieved from http://www.youtube.com/watch?v=V7P0T9IbYKU&feature=player_embedded
Is the Culture Committee at Southwest effective in establishing cultural norms?
I have found that after watching this video, which includes employee feedback and testimony that yes, Southwest is effective in establishing cultural norms. According to the Brown (2011) text, I have found that Southwest is creating strong corporate culture as well. People often ask what does it mean to be “effective” and how to measure “effectiveness” and I have found that the best way to establish effectiveness is by feedback and employee engagement. The only way to know if something is done right is to see how it stacks up with other people and also to see if you, the person creating the culture, would find these strategies effective.
From what you can tell, what is the purpose of the culture committee at Southwest?
The purpose of the culture committee at Southwest is to provide both pilots and flight attendants with a reward for all the hard work they put in day-after-day. When you create a culture within an established organization you have to make sure the purpose is clear and positive to promote a sense of community from within. Due to the large scale of employees Southwest has, it can be difficult to start a culture that affects everyone but from this video it is clear that this is just a part of the larger culture that spreads throughout each airport which in turn unifies the organization and the brand.
What would you see as a viable mission for a culture committee in your place of work (or your last place of work if you are not currently working)?
In my department at ERAU Worldwide we have the Party Planning Committee also known as the PPC which is a trio of individuals who create culture by planning and developing team building activities each quarter. Because of the nature of our department we all often work different hours and can be swamped by the heavy workload so having a time when we can all get together and relax is very important. I think before this committee was enacted there was a lot of disconnects between employees and now are mission is to work as a team and utilize each other’s strengths.
What can you take away from this exercise to immediately use in your career?
I love any organization that can showcase means in which they take to create culture in their organization as it helps to promote ideas I can use in my organization. The team I currently work for is always looking to find ways to bring the department closer together and any examples I can find only make it easier for the committee to build in new experiences as well as continue to build on the already established culture we have.
This video really struck home for me because I can relate to the video along with my fellow colleagues and I would love to see my department make something like this to showcase what we are doing to help other organizations create culture and community.
References
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
NutsAboutSouthwest (2008). Retrieved from http://www.youtube.com/watch?v=V7P0T9IbYKU&feature=player_embedded
Monday, August 19, 2013
A630.2.4.RB_21st Century Enlightenment
In this reflection blog entry I will be reflecting on six (6) questions which were proposed in order to analyze the RSA Animate – 21st Century Enlightenment video. Throughout this reflection I will synthesize with the text, the video content, and personal experiences.
Why do you think the talk is titled 21st Century Enlightenment?
I found that through watching this video multiple times, it is clear the reason for the title is because to be enlightened about the future we have to be enlightened about the past. They often say we learn from the past and I found that this video captured that message. Each day becomes a part of history and the best way to grow and learn is to take into consideration all the events that took place and how those situations can and have changed the path going forward. In the Brown (2011) text, it talks about systems and how systems move together and interdependently but what we if thought about the past a series of systems and each one affected the other and then the next and so on which equals the term enlightenment?
What does Matthew Taylor mean when he says "to live differently, you have to think differently"?
People often then to say one thing and do another but the only way to be true to oneself is to think differently and live that that way. I have a hard time locating a point in time in which we as a society stopped thinking for ourselves and in turn allowed others to live for us. We do not necessary want to live in the past but if we learn from the past and move towards the future we can only do so successfully if we think and live differently. Some of the best philosophers questioned the world which led to other thinking differently and then ultimately living differently.
At one point in the video (4:10), Taylor argues that we need "to resist our tendencies to make right or true that which is merely familiar and wrong or false that which is only strange". What is he talking about? Can you think of an example within your company or your life that supports this point?
In this part of the video, Taylor is expressing to the audience that just because sometime is familiar to you doesn’t make it true or a fact and that you should question and or test what you know to give more validity to the situation and or you rationale. In addition, what is strange or unknown doesn’t mean it is false and untrue. There are many things I don’t know but that doesn’t make them wrong or less important than what I claim to be fact. An example I can provide is that before I worked for ERAU I worked for a community college in Tampa and I always thought I would work for a public college because private universities were strange to me and therefore I thought would come with more regulations which couldn’t have been farther from the true. In conjunction with that statement, because I had worked for community college and that was what was familiar to me, I always thought that was the right place for students to start their college experience for a multitude of different reasons but it came to fruition that changing organizations I was able to learn the good, bad, and different of two different types of organizations within the same industry.
Taylor argues that our society should eschew elements of pop culture that degrade people and that we should spend more time looking into what develops empathetic citizens. Would this be possible?
Anything is possible as long as you can get people to buy into what you are selling. If people feel as though what they are doing and how they are changing is impacting the world in a positive way then more people will join in and begin to revolutionize society. Nothing is impossible and large changes can be done if you can gather enough people to start a movement. I know that my parents were semi-nontraditional and instead of letting pop culture raise me, they raised me with their flower-power which I have found enables me to be more empathic, kind, and open-minded where as some people I know are closed off from anything that isn’t “right here right now.” I find society and the world is so different now and to me, it’s too cold, what happened to people understanding and relating to others? Why are we less likely to engage with our neighbors or coworkers? When did our culture being dominated by one (ourselves) and not many (as a unified group)?
At the end of the video, Taylor talks about atomizing people from collaborative environments and the destructive effect on their growth. What is the implication of these comments for organizational change efforts?Organizational change cannot only affect one or be led by one, in order to be effective it has to affect many (positively) and have the following of others. If everyone in an organization was solely out for themselves, where would that leave the organization, would it be a system of many “1’s”? I know that when change is taking place in my organization we have discussions and people have to brought into to change the minds and hearts of others so that things can go smoothly, we have to move together as one if not, organizations begin to look like opposing magnets, always trying to go together but never quite connecting.
What can you take away from this exercise to immediately use in your career?
There are many things I can take away from this exercise starting with the idea that I need to think of the past as a point of reference as I move forward and remember it is not always about me but about others.
References
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
Taylor, M. (2010). RSA animate - 21st century enlightenment [Web]. Retrieved from http://www.youtube.com/watch?v=AC7ANGMy0yo&feature=youtu.be
Why do you think the talk is titled 21st Century Enlightenment?
I found that through watching this video multiple times, it is clear the reason for the title is because to be enlightened about the future we have to be enlightened about the past. They often say we learn from the past and I found that this video captured that message. Each day becomes a part of history and the best way to grow and learn is to take into consideration all the events that took place and how those situations can and have changed the path going forward. In the Brown (2011) text, it talks about systems and how systems move together and interdependently but what we if thought about the past a series of systems and each one affected the other and then the next and so on which equals the term enlightenment?
What does Matthew Taylor mean when he says "to live differently, you have to think differently"?
People often then to say one thing and do another but the only way to be true to oneself is to think differently and live that that way. I have a hard time locating a point in time in which we as a society stopped thinking for ourselves and in turn allowed others to live for us. We do not necessary want to live in the past but if we learn from the past and move towards the future we can only do so successfully if we think and live differently. Some of the best philosophers questioned the world which led to other thinking differently and then ultimately living differently.
At one point in the video (4:10), Taylor argues that we need "to resist our tendencies to make right or true that which is merely familiar and wrong or false that which is only strange". What is he talking about? Can you think of an example within your company or your life that supports this point?
In this part of the video, Taylor is expressing to the audience that just because sometime is familiar to you doesn’t make it true or a fact and that you should question and or test what you know to give more validity to the situation and or you rationale. In addition, what is strange or unknown doesn’t mean it is false and untrue. There are many things I don’t know but that doesn’t make them wrong or less important than what I claim to be fact. An example I can provide is that before I worked for ERAU I worked for a community college in Tampa and I always thought I would work for a public college because private universities were strange to me and therefore I thought would come with more regulations which couldn’t have been farther from the true. In conjunction with that statement, because I had worked for community college and that was what was familiar to me, I always thought that was the right place for students to start their college experience for a multitude of different reasons but it came to fruition that changing organizations I was able to learn the good, bad, and different of two different types of organizations within the same industry.
Taylor argues that our society should eschew elements of pop culture that degrade people and that we should spend more time looking into what develops empathetic citizens. Would this be possible?
Anything is possible as long as you can get people to buy into what you are selling. If people feel as though what they are doing and how they are changing is impacting the world in a positive way then more people will join in and begin to revolutionize society. Nothing is impossible and large changes can be done if you can gather enough people to start a movement. I know that my parents were semi-nontraditional and instead of letting pop culture raise me, they raised me with their flower-power which I have found enables me to be more empathic, kind, and open-minded where as some people I know are closed off from anything that isn’t “right here right now.” I find society and the world is so different now and to me, it’s too cold, what happened to people understanding and relating to others? Why are we less likely to engage with our neighbors or coworkers? When did our culture being dominated by one (ourselves) and not many (as a unified group)?
At the end of the video, Taylor talks about atomizing people from collaborative environments and the destructive effect on their growth. What is the implication of these comments for organizational change efforts?Organizational change cannot only affect one or be led by one, in order to be effective it has to affect many (positively) and have the following of others. If everyone in an organization was solely out for themselves, where would that leave the organization, would it be a system of many “1’s”? I know that when change is taking place in my organization we have discussions and people have to brought into to change the minds and hearts of others so that things can go smoothly, we have to move together as one if not, organizations begin to look like opposing magnets, always trying to go together but never quite connecting.
What can you take away from this exercise to immediately use in your career?
There are many things I can take away from this exercise starting with the idea that I need to think of the past as a point of reference as I move forward and remember it is not always about me but about others.
References
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
Taylor, M. (2010). RSA animate - 21st century enlightenment [Web]. Retrieved from http://www.youtube.com/watch?v=AC7ANGMy0yo&feature=youtu.be
Monday, August 12, 2013
A630.1.4.RB_Board of Directors
In any organization there will be periods of time where a “gap” forms between the present and the future and it is key to build a bridge in order to “bridge” both sides together. This can also happen when an individual is looking to bridge the gap in their career within a particular organization. In this blog I will be discussing my journey from where I started to where I am not and how the YouTube video depicts exactly what I was going through in order to get to where I am today.
In 2010 I graduated the University of South Florida with a BA in Communications and was ready to embark on what has been tokened, “The Real World.” Prior to graduating with my BA I had a few years of experience working in higher education and I knew that was where I wanted to be; I was ready to give up what I knew just yet for something different. Luckily after college I was offered a job with Embry-Riddle Aeronautical University, Worldwide (ERAU) and moved to Daytona Beach, FL which is a far cry from the hustle and bustle of Tampa, Florida. The job I took at ERAU was not a position I planned to keep for long, I was offered an administrative position working directly for the Chief Technology Officer and although I loved my team I started to feel over qualified rather quickly. Within 12 to 18 months I was ready to do something different but I wasn’t ready to give up ERAU. I suppose this is where the two characters from the video sit down and give up because although I saw my future ahead, I didn’t know how to get there. The gap in my story was the uneasy feeling I got when I tried to look for other positions within the university. I often felt that my current supervisor wasn’t helping me to get to where I wanted go and I felt trapped; I needed a job but at what cost? Was being unhappy enough to stay?
Bridging the gap between my present and my future was a hard leap I had to make. I can remember vivid conversations between my mother and I regarding how I would make the transition. The first step was to start my MS degree in Leadership; obtaining another degree would make me more marketable and would help to begin building my bridge to my new future. After start my MS everything began to fall into place. Throughout my program I picked up on errors, typos, and other grammatical mistakes within the course which lead me to have many conversations with the Executive Director of the Instructional Design and Development Team. Those conversations are what finished the bridge for me. I was able to start marketing myself and my skills to a potential supervisor. I didn’t go into my MS program looking for these results but I am happy that this is what I ended up with.
I will openly admit that there was a point where I was the pessimist in the story. After being in a position I was unhappy with, I tried to find ways to voice my concerns and research other avenues in order to gain grasp on what I wanted to do with the organization. My previous supervisor, although talented, lacks the ability to help others when they are looking to move up and out of her department. For a period of 6 months I felt like I was just sitting at the end of the present and my only future opinion would be to leave the university and move back to Tampa. This is where the little “power players” and “visionary” came in and changed everything. I will say that I don’t regret who I worked for nor did the job tasks I performed because I feel as though that job is what open the doors for my current job. It was hard to leave my old team but I am much happier now which is a direct result of bridging my professional gap between what was my present and what was to become my future. I was lucky to have a large crowd pushing me to get out of my old job and into my new which helped me but it was nonetheless scary and nerve racking.
In this blog I spoke of an individual tale of power and vision but this often happens in organizations as well. Most organizations find themselves in situations like these when they are trying to grow, change, and create a new sense of organizational development. I believe that in order for organizations to be successful in journeys like these, they have to have “crowds” supporting them and when their supports (aka employees) are not satisfied in their jobs, they will not likely be on board for these types of changes. Leaders must remember to continuously work on their organizations from the inside out. I believe I am a better employee now and I am more invested in the organization as a whole.
In 2010 I graduated the University of South Florida with a BA in Communications and was ready to embark on what has been tokened, “The Real World.” Prior to graduating with my BA I had a few years of experience working in higher education and I knew that was where I wanted to be; I was ready to give up what I knew just yet for something different. Luckily after college I was offered a job with Embry-Riddle Aeronautical University, Worldwide (ERAU) and moved to Daytona Beach, FL which is a far cry from the hustle and bustle of Tampa, Florida. The job I took at ERAU was not a position I planned to keep for long, I was offered an administrative position working directly for the Chief Technology Officer and although I loved my team I started to feel over qualified rather quickly. Within 12 to 18 months I was ready to do something different but I wasn’t ready to give up ERAU. I suppose this is where the two characters from the video sit down and give up because although I saw my future ahead, I didn’t know how to get there. The gap in my story was the uneasy feeling I got when I tried to look for other positions within the university. I often felt that my current supervisor wasn’t helping me to get to where I wanted go and I felt trapped; I needed a job but at what cost? Was being unhappy enough to stay?
Bridging the gap between my present and my future was a hard leap I had to make. I can remember vivid conversations between my mother and I regarding how I would make the transition. The first step was to start my MS degree in Leadership; obtaining another degree would make me more marketable and would help to begin building my bridge to my new future. After start my MS everything began to fall into place. Throughout my program I picked up on errors, typos, and other grammatical mistakes within the course which lead me to have many conversations with the Executive Director of the Instructional Design and Development Team. Those conversations are what finished the bridge for me. I was able to start marketing myself and my skills to a potential supervisor. I didn’t go into my MS program looking for these results but I am happy that this is what I ended up with.
I will openly admit that there was a point where I was the pessimist in the story. After being in a position I was unhappy with, I tried to find ways to voice my concerns and research other avenues in order to gain grasp on what I wanted to do with the organization. My previous supervisor, although talented, lacks the ability to help others when they are looking to move up and out of her department. For a period of 6 months I felt like I was just sitting at the end of the present and my only future opinion would be to leave the university and move back to Tampa. This is where the little “power players” and “visionary” came in and changed everything. I will say that I don’t regret who I worked for nor did the job tasks I performed because I feel as though that job is what open the doors for my current job. It was hard to leave my old team but I am much happier now which is a direct result of bridging my professional gap between what was my present and what was to become my future. I was lucky to have a large crowd pushing me to get out of my old job and into my new which helped me but it was nonetheless scary and nerve racking.
In this blog I spoke of an individual tale of power and vision but this often happens in organizations as well. Most organizations find themselves in situations like these when they are trying to grow, change, and create a new sense of organizational development. I believe that in order for organizations to be successful in journeys like these, they have to have “crowds” supporting them and when their supports (aka employees) are not satisfied in their jobs, they will not likely be on board for these types of changes. Leaders must remember to continuously work on their organizations from the inside out. I believe I am a better employee now and I am more invested in the organization as a whole.
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