Change is the only constant within successful organizations, and is necessary for organization to improve and grow. In the midst of discovery, traditionally run organizations with continuity struggle with this process, as it comes in the form of a challenge rather than an opportunity. As professor Dr. Daryl Watkins (2011) notes within the Prezi presentation "50 Reasons Not to Change", change often requires sacrifice by individuals who are blind to the issues within the process. Individuals become stuck on the legacy of the old days that they continue to revamp, without noticing that what worked only a few years ago has become obsolete.
Particularly as an advisor with STEM students (who tend to be more introverted and settled in "what it is" vs. "what it could be"), it is difficult to move students forward who may not define success with increased participation, more programs and new ideas. As Brown (2011) describes in our text, I want students to be in their comfort zone, but they also need to let other people in, and allow those people to bring a funky-looking pillow or a poster if it helps them feel welcomed. For instance, last year, our executive board added two fresh faces that were quite adamant about making the organization more active. While half of the executive board was stuck in the past, it was helpful for two new people to say why others were not interested in coming to meetings or programs. Listening to criticisms about the change “enhances the prospects for successful implementation” (Brown, 2011, p. 154). In my office, I believe we have a generally open mindset. The Director of my department is usually open to hearing new ideas, and it the “50 Reasons Not to Change” buzz-phrases are said, they come from emerging leaders. It is always a great opportunity when I hear a co-worker or team member list a reason or excuse from the plethora of those from the presentation to question why they carry the mindset, and infuse more positive outlooks into their personal mission.
Some of the phrases within the presentation are:
- Why change — it's working OK.
- It's too much trouble to change.
- You can't teach an old dog new tricks.
- It's contrary to policy.
- It's beyond my responsibility.
It is my job to ensure that the organization is staying competitive, efficient, and effective through their processes. My department does so through three tenets: the three Cs (customer service, community and care). It is everyone's job to uphold these practices, and as our students change, in look, passion, background, major, etc., we need to change how we cater to their needs. We need to teach them new things - the idea of sending a raunchy selfie was non-existent a decade ago - and as we protect their futures in the present, we need to stay privy of the next career-ending act which could throw the ROI out the window.
In order to stay aware, we have to be there. Car manufacturer Toyota practices a tenet called genchi genbutsu, which centers around seeing what is going on firsthand. It represents a fundamental difference between western and Japanese management styles; “whereas in the West knowledge is gleaned and digested in the office or the boardroom, in Japan it is gleaned on the factory floor”. Within my job description, I should be within my community at least twice a week to check on the community and facilities issues. II make it a point to walk through 3-5 days a week. I do not simply want to see people; I want to know them. I enjoy having conversations with students and learning from them what is worrying them, or what they enjoy about their environment. I have done so since I began working in Student Affairs in 2007 as a front desk assistant in the Academic Advancement Center, a computer lab technician and a Resident Assistant. As the level of professionalism increase, professionals should still be on the ground, not simply believing what they hear from a supervisee. I trust my supervisee (and their supervisees) completely, but I see first-hand understanding as continuous training for myself; how can I train my workers effectively if I am out-of-touch with their clients/customers?
Godin’s concept about tribes is quite profound. Godin notes that we all have a personal mission, which is encompassed in our passions for certain subjects and causes. When I think about my own, they shine quite clear through the things I participate in. At ERAU, I sit on the Diversity Advisory Board, the Sexual Misconduct Resource Team, the Coordinated Community Response Team, the Residence Hall Association, and Women's Black Sheep Rugby. Each year, I program for Domestic Violence Awareness Month. I am dedicated to social equality and justice, community service, and women's empowerment. In every organization there are certain individuals who are passionate about certain issues, and though alone they may not feel as if have that much power, once they get people who have the same passion to speak up, they are heard by the masses.
It take charisma to stand up in front of strangers, to propose a challenge of the status quo, to crook up the straight and narrow line and to implement a new way. As an advisor for student organizations, I continuously check myself to assure that I am growing as a professional without losing my passion for activism, so I can teach and support students who want to instill change in their communities. As a supervisor, I realize that developing and implementing programs to keep my organizations competitive in a tough, constantly changing environment involves dealing with resistance to change from many of their members (Brown, 2011). There is a balance between assuring one is not changing the goals of the organization unintentionally and knowing what has not worked and needs upheaval.
When you understand how change works, it reminds you that anything is possible is someone to just take the first step. Accepting status quo is easy, but when things change for the better, it’s encouraging to know that society and the business community is still evolving.
Ways this information have already changed my mindset are by assure I am not falling into the laziness of excuses. I listen to all ideas and allow people to work through them theoretically instead of saying why I believe an idea will not work; I try to never have the mindset that an idea will not work in the first place! I want to erase negativity and promote brainstorming. At times I need to encourage myself to think outside the box more. If I try something and it is successful, my career will reward my actions; if something does not go so well, I will learn from my actions and figure out where I went wrong.
Leaders, according to Godin:
- challenge the status quo. They challenge what's currently there.
- build a culture. leaders find a way of figuring who is in or out.
- have curiosity. They want to know the people in the tribe, and the outsiders.
- connect people to one another. People want to be missed, wooed, recruited, longed for, etc.
- have charisma, but you don't need charisma to become a leader. It comes!
- commit. They commit to the cause, the tribe and the people who are there (Godin, 2009).
References
Brown, D. R. (2011). An experiential approach to organization development (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Godin, Seth (2009). The Tribes We Lead – TED Talk video presentation. Accessed at http://www.ted.com/talks/seth_godin_on_the_tribes_we_lead.html
Imai, M. (2009). Genchi genbutsu. The Economist. Accessed at http://www.economist.com/node/14299017
Watkins, Daryl. (2011). 50 Reasons Not to Change. Prezi. Accessed at http://prezi.com/z2v2cvo4t9tc/50-reasons-not-to-change/
No comments:
Post a Comment