Week Six - Transformational Strategies

Progress is impossible without change, and those who cannot change their minds cannot change anything.

George Bernard Shaw

Well, this module centered around eating and shopping…I mean…was about organizational transformation and  our focus was on exploring how various interventions for change can impact our organizations and teams…but not all were pleasant. Take for example, Home Depot and how myopia led Nardelli’s action plans straight towards “…unintended consequences…” (Brown, 2011, p. 400); it is not always what we are trying to do as leaders, so much as how we go about doing it. 

We have to remember that when approaching planned changes for our teams, we have to focus on the time duration of the change, the degree of culture embedded within the environment, as well as the level of support and discontinuity taking place (Brown, 2011, p. 401). In comparison, our text demonstrates ways in what we should do when attempting to bring about organizational transformation, whereas our videos this week touch more on the how and why we should actually attempt to do it.

For example, take how Gallery furniture used and combined and complementary interventions in order to change their strategies to met changing needs. By revamping personal and organizational goals to align with one another, they were able to teach leaders to coach their teams up, offer computer training and other technology needs, and to revise ways that incentive pay, constant feedback and recognition were communicated. These strategies not only changed the leader and employee behavior, but also led towards increased revenue, positive recognition from consumers, and a more customer and employee friendly environment. All of these have impacted the business in positive ways (VitalSmarts Video, 2012).

Moreover, as McChrystal contends in his video discussion, and I would have to agree, the most amazing leaders have the greatest impact by letting us fail, but not allowing us to feel like a failure (McChrystal, 2011). I also agree that he is absolutely right, “…the speed, the scrutiny, the sensitivity…” (McChrystal, 2011) that surrounds us today has created a much different and demanding type of environment in which we must learn to function and collaborate in. it comes faster than we have time to reflect and respond to (McChrystal, 2011). We have to use everything we can, including complex technologies, to lead others in many different facets to establish and often restore trust and “…build their faith…” (McChrystal, 2011). This is necessary to build consensus and a “…sense of shared purpose and shared consciousness…” while balancing distance and generational gaps and a multitude of various skill sets (McChrystal, 2011). As leaders, this is something we can all relate to in our daily lives.

Additionally, how leaders stay “…credible and legitimate…” is by learning to be transparent, listening more to all levels and rankings, as well as learn to make contributions to our teams that are cumulative not repetitive (McChrystal, 2011) and nurture personal relationships. They are requirements…the oxygen necessary in keeping our organizations focused, committed, and forward moving, but most importantly…alive.

Until we blog again!

References

Brown, D. R. (2011). An Experiential Approach to Organizational Development, Eighth Edition. Upper Saddle River: Prentice Hall.

McChrystal, S. (2011, March). Listen, learn ... then lead. Retrieved from ted.com: http://www.ted.com/talks/stanley_mcchrystal

VitalSmarts Video. (2012, September 17). Influencer | Gallery Furniture Video Case Study. Retrieved from YouTube.com: https://www.youtube.com/watch?v=E20RW75Fhu4#t=152