LP737-L1 week 8

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LP737-L7v.3-OrganizationalCultureandAdultDevelopment.pptx

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LP737: Organizational Culture and Adult Development

William H. Hodgetts, Ed.D.

LP737 Lecture 7

Creating A New Present

How change occurs in human systems

When we look at the past we are bound to our interpretation of what happened. Can learn from the past but can’t change it

In the future, we have our fantasy of what we will do, but it hasn’t happened yet…not yet real

Only place we can actually change anything is in the moment, in the present…meaning of the title of this lecture…

Agenda for Tonight

The relationship between adult developmental levels and organizational structure/culture.

Second order (self-sovereign) organizations

Third order (socialized) organizations

Fourth order (self-authoring) organizations

Emerging fifth order (self-transforming) organizations

Deliberately Developmental Organizations (DDO’s)

Strengths

Potential pitfalls

How organizations can promote adult growth

Disorienting Dilemmas

Transitional experiences (going on international assignment)

Interventions

Intervention is a stage or step in an engagement; but all phases of engaging with an org are themselves a kind of intervention…everytime system is touched, is a kind of intervention and changes things…

Levels of Intervention

Training

Coaching or leadership development

Can embody AI or AR principles but those are collective activities

Intra-group level…level of teams, project teams, exec teams, etc.

Process consultation

Small appreciative inquiry

AR…ID team problem/issue and address it

Inter-Group Level: teams of teams

When teams need to be aligned and coordinated

Different divisions in larger company

Between departments, or functional areas, etc…interventions may be a multiple levels also

Typically lateral process coordination

Whole system/cultural level:

AI is designed to a whole system cultural shift/intervention

When systems want to examine and potentially change their culture AI can be a good way to go about it….[NEED A CONTIGENCY TABLE FOR INTERVENTIONS/SITUATIONS]

AR can work well for large sytems change also..Future Search, Search Conferences…very similar to AI in their participatory nature…discovery, sense-making; very useful, often used interventions

Depth of Intervention: How deep do we want or does the intervention to be? Not all inteventions need to be deep

Changing a process…(easier, less deep)

Changing a whole culture (harder, deeper interventions required)

Changing job descriptions vs. cultural operating system

Successful interventions can happen at various depth levels…

Most OD interventions are experiental and engage the reflective capacity of the system; they force the system to look at itself….the system is invited to reflect on the current state; leads to discussion of experiential learning

Adult Developmental Levels and Organizational Structure/Culture

Each developmental level/stage appears to favor certain kinds of organizational structures/cultures.

These organizations become “holding environments” for individuals at that stage.

Often individuals who grow beyond the modal stage for a certain organization/culture eventually leave the organization.

Growth occurs as people experience “disorienting dilemmas” that cannot be resolved within the culture/framework of the organization or community.

page 4

Second Order (Self-Sovereign) Organizations

Focus is on power and loyalty

“Might makes right”

Red meme

Since individuals are not firmly rooted in socialized stage yet, there is lack of trust among members. People haven’t yet internalized a moral code. It’s all self-interest.

Relationships are transactional – what can you do for me?

There is low trust because others can betray me to further their own interests.

Examples: informal organizations that emerge in prisons; warlord culture in less developed parts of world. Gang culture (more 2/3) since it fosters strong identity.

You get ahead by aligning with the most powerful people or becoming the most powerful person.

page 5

Third Order (Socialized) Organizations

Focus is on following conventional rules and authority

Members have internalized the social code and can take perspective of others

Amber/blue meme?

Following rules is paramount

Hierarchical structure. Authorities are assumed to know best.

Bureaucratic mentality that Peter Block fights against.

Organization provides a kind of holding environment for its members – a moral code; a belief system; a way of making sense of the world and my place in it. Often focused on “we-ness” of family or some identity

Examples: Government bureaucracies. Armies and most military organizations. Catholic church and other religious institutions. Many families. Many family businesses.

Lack of risk taking – that requires a self-authoring capacity to stand against the norm.

Many organizations in India, Japan, China and other more collective cultures.

Everything is personal!

You get ahead by following the rules.

page 6

Fourth Order (Self-Authoring) Organizations

While rules and hierarchy exist, there is more room for interpretation.

There is room for individual initiative and risk taking.

Orange meme.

Conflict and disagreement are encouraged, because out of open discussion can emerge better solutions.

Members are encouraged to speak up, find their voice, step forward to solve problems. Take initiative.

Examples: Knowledge industry businesses with highly paid professionals. Law practices. Consulting firms. Financial firms (some). Investment managers.

Examples: Bridgewater. (One of the DDO’s Bob Kegan studied.) Encourages open debate. Radical transparency. Taking responsibility for own POV.

Law/impersonal rules provide the framework that these organizations operate on. It is NOT personal. Meritocracy.

You get ahead by how hard you work and what you produce, NOT by who you know.

page 7

Fifth Order (Self-Transforming) Organizations

An emerging organizational form

Green/turquoise meme?

Experiments in self-directed, leaderless work teams, etc.

Potentially some DDO’s

???

page 8

Deliberately Developmental Organizations

Organizations whose mission/reason to be includes the development and continued growth of their members

Assumption is that ongoing growth of employees = growth of the company

“Better Me = Better Us”

One defining characteristic of DDO’s is the lack of conventional boundaries between what is work/related and what is personal.

Kegan and Lahey describe three DDO’s in their book:

Bridgewater -- radical transparency

Decurion -- commitment to professional growth of employees

NextJump -- based in Boston…Charlie Kim is CEO/founder

Different industries

All relatively small organizations

Culture began with founder

page 9

Some Questions about Deliberately Developmental Organizations

Can the DDO concept be successfully transplanted to larger organizations with established non-DDO cultures? If so, how?

While there undoubtedly is great potential in the DDO idea, what are the downsides? Is there a potentially dark side to DDO’s that Kegan and Lahey overlook?

Is bringing deeply personal aspects of ourselves to our work lives always a good idea? Since employees with less power are asked to make themselves extremely vulnerable emotionally, is there a danger of abuse by higher ups?

What kinds of check and balances might be put into place in DDO’s to prevent abuse?

Immunity to Change (ITC)

Be sure to start working on TurnitIn Assignment #2

In a 4-5 page paper, write about your experience going through the ITC process with your partner.

Due EOD Sunday July 9th.

As I said, the topic of this job talk is really an introduction to Bill Hodgetts…

The major outline of my career to date

My intellectual roots and key influences on my thinking…

A bit about my dissertation research at Fidelity Investments

More recent work on model agility, and what I call “The New Right Stuff of Leadership” …

and the huge opportunity I see to apply the insights of adult developmental psychology to the practice of leadership development…

Next Week

Next week we will examine the relationship between adult development and leadership, and how higher developmental levels may be related to greater leadership effectiveness.

I will also talk about how the practice of leadership development must change to meet the needs of 21st century organizations, and how adult developmental psychology can play a critical role in this process.