Three Essential Elements of Organising:
For many of us, it would be a rare experience to be involved in a newly-formed organisation. Most of us work in organisations that have been designed (and redesigned) previously, with an established culture and network of relationships. So how does an organisation or team come into existence and what makes it work well? In her book, “Finding Ourselves – Leadership for an Uncertain Time,” Meg Wheatley describes three essential elements: 

1. Identity – the sense-making capacity of the organisation. Every organisation or team begins to organise itself with intention. Intention is a “belief that something is possible now that the group is together.” Once the identity is formed, it is the reference point for making decisions and for understanding what the organisation or team is about. “We all interpret events and data according to who we think we are.”

Recently we did some work with a large team who were really floundering with their sense of identity. They had been restructured, downsized and pulled apart so many times that their loss was palpable. When the leader truly wanted to understand what was going on inside this part of the business, it was an exercise met with fear and suspicion. The identity of the group was lost and they didn’t have a reference point. 

While identity includes vision, mission and values, it is so much more. For identity to be the sense-making capacity of the organisation and its anchor in uncertainty, it “needs to begin by exploring and clarifying the intention and desires of its members.” Individuals need to be able to attach a part of themselves to this deeper intention in order for them to do their best work. According to Meg Wheatley, “people use their shared sense of identity to organise their unique contributions.”

2. Information – the medium of the organisation. We have heard the phrase “information is power.” For an organisation or group to react quickly to new information or a change in the environment, information needs to belong to everyone. “When information is available everywhere, different people see different things.” These different perspectives are essential for effective decision making and action. However, in most organisations there is either fear that information can get into the wrong hands or assumptions that groups or individuals aren’t interested in certain types of information. Fear and assumption both lead to dysfunction, or at least a less functional organisation.

3. Relationships – the pathways of organisation. “The more access people have to one another, the more possibilities there are. Without connections, nothing happens.” Organisations that limit themselves to interacting through the organisational chart cut off their very breath. In order to do excellent work, people need access to all the intelligence in the system.

“It is astounding to see how many of the behaviours we fear in one another dissipate in the presence of good relationships,” Wheatley offers. I’ve seen this at work with a friend of mine who is a talented infant school teacher. Most teachers are not prepared to make parents their partners in the learning system, but she is completely invitational to parents of her students. The results are astounding for all parties concerned. Projects get better support, children and parents are trusting of the classroom environment, and relationships develop greater openness and understanding. Problems are worked through positively rather than through confrontation.

It comes down to developing and managing our own relationship skills so that we can interact in ways that are not only effective for the organisation, but also personally satisfying.

Essential Elements in Action

Identity:
As an organisation, team or individual, what is our deepest intention? Can we answer the question of what we are here to achieve in a way that inspires us to something bigger than ourselves—something elegantly simple, rather than a nicely worded mission or vision statement? 

Recently I had a conversation with a leader who said that she was inspired to do her current work because she knew it could make a lasting difference in people’s lives.  Her deepest intention is anchoring her to lead a project that is complex and controversial. Her information and relationships will be congruent with this deepest intention.

Information:
Another leader we work with has embarked on a cultural change journey with his large organisation. He has concentrated on building trusting relationships and it has led to a change in the way he deals with information. Previously, minutes from each executive meeting were available, but difficult to wade through and sometimes obtuse. Now, at the end of the weekly executive meeting, he sits down with the communications team and creates a communiqué for the whole organisation explaining the current focus for the executive, decisions and outcomes. This has opened up communication channels throughout the organisation and this leader now receives feedback— previously a rare thing.

Relationships
Perfectly crafted strategies are worth about as much as the paper they’re written on if relationships aren’t managed well. In our change projects, we strive to develop strategies that are flexible and principle-driven (see Newsletter October 2005) so that we can be relationship-focused. The human elements make or break a project.

We are working with a leader who is directing a major change across Government. One of his strengths is his focus on people and relationships. As the pressure of deadlines becomes more intense, he is proactive in managing relationships in the team as well as with external stakeholders. Together, our focus has been to foster deeper understanding between all stakeholders and ensure they are connecting with one another for better outcomes. Additionally, the project team—and individuals within the team—are receiving support through coaching so that they can continue to perform effectively and achieve the desired outcomes of the project.

Once you have explored and clarified your intention, your focus will become behavioural. What behaviours (The How) will help us stay congruent with our intention and identity (The What) and where should we focus our attention?

The critical leadership behaviours can then be included in your performance management system and/or be part of a 360 degree feedback process.

Some sample questions are:
“The leadership demands of this organisation will require a person to…
a.  set ambitions goals
b.  be a flexible trouble shooter
c.  set careful guidelines for others”

“For this organisation to succeed in the future, its leaders will need to:

genuinely care about people,

show poise when under pressure

keep track of delegated assignments

If you are interested in knowing more about Strategic Directions™ for your team, contact Pamela.

The retreat offers an opportunity to explore the power of mindfulness—moment-to-moment, non-judgemental, non-reactive awareness—expanding our capacity to see, learn and grow, both as individuals and leaders. Experiencing the natural environment and participating in purposeful ‘time out’ serves as a way to uncover once again what is most important to you. The Freycinet Awakening offers you the possibility of connecting with your whole life: personally, as a member of a family and professionally.

For more information, use this link to download our brochure and contact Pamela with any questions you may have. (Brochure online here http://www.strategicintent.com.au)

For more information or a copy of any research, please contact me