Category Archives: self organization

Silence: The Innate Power of Sensing People

silencePhoto by Daniele Levis Pelusi on Unsplash

Silence makes us vulnerable

We all have had those moments in a conversation when suddenly the conversation stops. The awkward silence begins. You briefly make eye contact, smirk, then look away. Your physiology is triggered. You shift in your seat, scratch a sudden itch, or clear your throat. While trying to quickly think of something to break the silence you have a brain freeze. As long as you are speaking you are keeping your counterpart distracted. You keep them at bay. Consider it a shield of protection. For if you fall silent you become vulnerable. You open yourself up. Your counterpart is no longer distracted by questions. You are both on full display. This is when all senses become heightened. Your self-awareness and awareness of others increases. This is when our humanness comes to the forefront.

Silence is anything but silent

Silence is the absence of sound but not of information. It is amazing how humanly evoking it can be to sit with others and not say a word. An interesting ice-breaker to use with people unfamiliar with one another demonstrates the power of human perception in the absence of words. Create groups of three arranged in a triangle. Two participants through observation and sensing only describe the third person using adjectives and short sentences. This is done three times, each for several minutes, so everyone can be both the observer and the observee. You will be amazed at what people say about each other only by taking in their essence and projected aura.

The lost art of being silent

In the digital age if you are not regularly updating at least one social media account then you are not hip to the play. If you are not Instagramming, Facebooking, YouTubing, tweeting, podcasting, or blogging (guilty as charged), then you are not living in the times. Who doesn’t want to become an influencer? It is not only an actual job but a desirable one at that! Influencers don’t gain followers by remaining silent. Far from it. We are becoming less silent and more vocal and visible as technology and social media give us unprecedented access via a global network. This is not necessarily bad in the sense that we are becoming more transparent and giving public voices to everyone. The problem is with all the chatter, we are losing the ability to pick up important information when nothing is being said.

Accepting silence is to accept our social/emotional connectedness

Silence more often than not is associated with shyness, insecurity, social awkwardness, incompetence, or inattentiveness. Silence, however, allows us to reflect, relax, listen, be open, connect, and access our other senses as a means of taking in our environment and those around us. Recall the triad activity. By becoming less silent we are losing an important human trait that no computer or robot can do. And that is receiving and interpreting data when no verbal transmission exists. Many have watched Sophia–the AI robot–in awe, however, without any verbal precursor, she would just look blankly at you. Her AI is useless without some external stimulus. Even your dog has the social and emotional wherewithal to read your energy as you sit silently. It won’t be long before the silence is broken with a welcoming bark, a friendly nudge, or a sloppy kiss. If you are lucky you may receive all three.

Silence brings quality to our voice and respects others

We have the ability at any time to broadcast any message we want. What if this freedom we take for granted were not possible? What if you could only have one minute a day to say something? Which audience you would choose to address? What would you choose to tell them? What impact or outcome would you like to have? With that freedom comes responsibility. This is the point. Not all of what we say must be thought-provoking, philosophical, or awe-inspiring. However, one’s voice, one’s message is precious. And there are 7.8 billion precious human voices. If we are all speaking at once, who is listening? If everyone wants to be right, then who is wrong? I believe in the 80/20 rule. We have two ears, two eyes, and one mouth. So 80% of the time we should be listening and observing and speaking only 20% of the time.

Silence brings you to the point

Silence in a conversation gives space for those involved to simply sit. Sit with what has been said. Sit with the thought of whether the conversation is on the right path, needs to shift, or simply needs to end. All results provide valuable feedback on what next step to take. Senior Forbes Contributor, Avery Blank’s article, “6 Ways Leaders Use Silence To Increase Their Power (And You Can, Too) provides additional insight into the value of harnessing the power of silence. So next time you find yourself in that awkward silence do not be so quick to break it. Relax, breathe, and embrace it. See it as a gift. In some cases, it can bring you to the point more quickly than a barrage of questions. Use it to take in other valuable nonverbal aspects of communication that are so vital to how we humanly connect and relate with others.

About the Author

Jean-Pierre Kallanian is a Human Systems Expert specializing in conflict resolution,  intergenerational dialogue, and psychological safety. He is also a Youth Coach, Author, and Speaker. As the creator of the EPIC Model, Jean-Pierre brings out the expertise in groups by revealing patterns and refining human systems in real-time!

Mental Health: Reframing Employee Well-Being

Mental Health
Empty recreation room due to COVID and increased use of remote work

A New Mental Health Reality

Anne was a second-year apprentice when the Coronavirus outbreak occurred. Prior to that, she had a controllable washing compulsion. She started showing up late as showers now took an hour. Colleagues noticed she wasn’t as attentive. Anne required meetings to address her slipping performance. She started feeling stressed and shunned. She requested a reduction in hours. That request was denied. Anne was at risk of losing her apprenticeship.

COVID Bringing Mental Health to the Brink

Even pre-COVID, of 1,900 remote workers polled, 21% reported loneliness as the biggest struggle of working remotely. Now with lockdowns, family concerns, social distancing, homeschooling, remote working, layoffs, and financial struggles–all during the holiday season and cold winter months–people, like Anne, have reached or exceeded their ability to cope. “Depression, alcohol, other substance misuses, and anxiety have all skyrocketed because of COVID. It’s having an impact on the business bottom line because sick employees mean decreased productivity and increased accidents at work.”, Sagar Parikh, M.D., University of Michigan. Growing mental health issues extend beyond the US. The Mental Health Foundation reports the leading cause of absenteeism in the UK is mental health. An article titled, “Mental health in the workplace”, states 70 million workdays in the UK are lost yearly to mental health problems, costing employers approximately £2.4 billion per year.

Working Remotely: Mediating Loneliness & Isolation

A recent Mental Health America study found that among people who screened with moderate to severe symptoms of anxiety or depression, 70% reported that one of the top three factors contributing to their mental health concerns was loneliness or isolation. According to Dr. Adam Hickman’s GALLUP article, “How to Manage the Loneliness and Isolation of Remote Workers”, employees can feel as lonely at work too. Physical presence alone does not remedy feelings of loneliness. It is a question of emotional, psychological, and purposeful connectedness. Hickman differentiates loneliness from isolation. Both, he writes, can be remedied with targeted interventions.  Interestingly, causes of burnout in a study conducted by GALLUP were related to feelings of disconnectedness whether in regards to job expectations, role, relationships, culture, or sense of purpose. Whether working remotely or in offices, rising mental health issues are the next major HR challenge to reckon with a digital age.

Addressing Loneliness to Improve Mental Health and Productivity

In the Mental Health Foundation article, “How to support mental health at work”, 10 mental health improvement tips are provided. Four tips–keeping active, eating well, taking breaks, drinking sensiblyin theory only require self-discipline. Three tips–talking about your feelings, keeping in touch, and caring for othersare only fulfilled in relation to others. The remaining three–asking for help, doing something you are good at, and accepting who you are–not only require others, they also require a connection to a greater purpose, other than your ego. Six of the ten tips presume that which is usually lacking in cases where loneliness exists–the existence of relationships and purpose. So how does one implement a tip requiring a key ingredient that is already lacking?

Mental Health Initiatives Strengthen Personnel

Building rapport during scheduled Zoom meetings only goes so far. Calling someone with a question is different than spinning your chair around. “Organic interaction in a virtual world is difficult.” Michael is one of the thousands of pandemic graduates whose first job out of university was in one state while his office was back home in another. Employed since August he has had no personal team contact. Michael also has a history of light depression. The remote COVID reality has him seeking counseling to help cope. Michael is happy overall with how his supervisor tends to his mental wellness. He has a mentor, but this onboarding initiative feels more like a policy than a mentoring relationship. Mentors require time and proper supervision to deal with the multitude of onboarding issues that can arise. Michael stated there really is no forum to discuss psychological health. This, he said, would be valuable.

Mitigating Mental Health Requires a Clear Shared Goal

“An essential building block for workplace mental health is the ability to have open, authentic conversations about mental health in the workplace, both individually and on a strategic level. This is more important than ever as we recover from the impact of the pandemic.”
– Mental Health Foundation

Loneliness is not simply being disconnected from people. The remedy is simply not gathering around a billiard table or organizing a team-building workshop. It usually also entails a lack of role clarity and meaning.  Anne, Michael, and their respective teams would be better able to implement all ten tips with clear roles and expectations, all focused on a shared goal greater than any one member. Indirectly teams mitigate feelings of loneliness and purposelessness while achieving the goal. Inter- and intrapersonal inquiries are naturally addressed when this common goal stands in the center–holding the space and focus. This approach fosters a solution-focused, resilient, inclusive, and innovative work culture all in real-time.

About the Author

Jean-Pierre Kallanian is a Human Systems Expert specializing in conflict resolution,  intergenerational dialogue, and psychological safety. He is also a Youth Coach, Author, and Speaker. As the creator of the EPIC Model, Jean-Pierre brings out the expertise in groups by revealing patterns and refining human systems in real-time!

VUCA: From A System And Problem Focus To A Person And Solution Orientation

VUCA

VUCA needs a new meaning and focus

By now VUCA is as familiar of an acronym as ADHD, AWOL, and of course COVID.  Acronyms are useful in labeling and giving importance to complex themes. Labeling a problem soothes the mind by identifying something hard to understand. The hope is then to find a solution. What if the solution were in the acronym? What if the problem-focused and system-oriented VUCA acronym became solution-focused and people-oriented? The angst derived by the former would diminish and the optimism derived by the latter would flourish. People solve problems and influence systems. So wouldn’t it be wise to promote solution-orientated attitudes and behaviors?

VUCA people transform VUCA situations

What do adolescents, first-time parents, adults in a mid-life crisis, or anyone facing a life-altering event tell you? Life is VUCA. Digitalization and globalization may be intensifying VUCA, but it isn’t anything new. What if instead of associating VUCA as a volatile, uncertain, complex, and ambiguous world to dread, it was linked to Virtuousness, Understanding, Compassion, and Adaptability? Instead of being at the whim of a VUCA world, these essential human skills foster life-long learning. What effect would this reframing of VUCA and consequent skill acquisition have on our human development?

Virtuousness contains volatility

The online Cambridge Dictionary defines virtuous as “having good moral qualities and behaviors.” Fears have a tendency to rise in volatile situations. Drastic fluctuations, therefore, influence people to act impulsively with short-term results and immediate gains. A selfish mentality can develop. “Take what you can now before it is too late!” This perturbed mindset can lead to rash and immoral reactions. The accumulation of unethical decision making on a large scale in times of volatility ironically increases and compounds the volatility one wishes to diminish. A strong moral compass helps contain volatility. Virtuous people are stabilizers in times of instability.

Understanding reduces uncertainty

The online Cambridge Dictionary defines understanding as “knowledge about a subject, situation, etc. or about how something works.” How should one deal with uncertainty? Be mindful of what is in your control/what is known. Seek guidance to understand that which is uncertain or not completely known. Educate yourself. Ask questions. Conduct your own research. Simply put, be curious and learn. There is nothing more conducive to festering uncertainty than a fixed mindset, or solely relying on hearsay or one source of information. Fear of the unknown is best dealt with by keeping an open mind and understanding other realities.

Compassion humanizes complexity

The online Merriam-Webster Dictionary defines compassion as the “sympathetic consciousness of others’ distress together with a desire to alleviate it.”  With nearly 8 billion people navigating complexity each day no one is exempt and no one goes unscathed. Unchecked complexity can lead to victimization and potential harm. Therefore, we need to show our compassion. Compassion humanizes the negative consequences of unresolved complexity by fostering inclusivity, a helping attitude, and raising social awareness at all levels. The pervasive, inclusive, and multi-leveled effort of the current Black Lives Matter movement is a case in point. Compassion ensures that we acknowledge how complexity impacts us all. And as importantly, it illustrates the vital role we all play in dealing with it.

Adaptability neutralizes ambiguity

The online Oxford Dictionary defines adaptability as the “quality of being able to change or be changed in order to deal successfully with new situations.” As creatures of habit, we adopt routines to creatively deal with ambiguity. Being too reliant on a fixed routine or way of living, however, can have limitations when an unforeseen significant event occurs. COVID-19 has been disrupting the routines and habits of millions of people. The further our fixed mindsets stray away from an ever-changing world reality the more we are confronted with this widening gap. This is illustrated in the digital paradox.  Unfortunately, it takes a global pandemic like COVID-19 to remind us that we are not masters of the universe. Rather, we are a part of it. And as such, we, like all other living organisms, must either adapt to changing circumstances or face unnecessary hardship.

VUCA people need to be nurtured and engaged

It is high time we better deal with volatility, uncertainty, complexity, and ambiguity. Fortunately, with a change of perspective and focus, the answer may be hidden in the same acronym. With virtuousness, understanding, compassion, and adaptability one is better able to cope with VUCA situations. All humans have the capacity to develop and practice these life-long skills. Doing so feeds a growth mindset and cultivates a collective consciousness focused on posterity. Younger generations see the value and need of being VUCA. We are seeing more VUCA people organizing in greater numbers across continents and for causes affecting all humans everywhere. Progressive companies also reap the benefit of developing human edge cultures. In sum, VUCA people are essential for a VUCA world.

About the author

Jean-Pierre Kallanian is a Human Systems Expert, Conflict Resolution Specialist, Change Facilitator, Youth Coach, Author, and Speaker. He accompanies individuals, teams, and organizations wanting to fully integrate their human potential. As the creator of the EPIC Model, Jean-Pierre brings out the expertise in groups by encouraging authenticity, intention, and collective wisdom.

Effective Leadership – A Changing Of The Guards

Effective Leadership

What is effective leadership anyway?

The Online Oxford Dictionary defines leadership as the action of leading a group of people or an organization. Additionally, it defines effective as successful in producing a desired or intended result.” Simply put: Effective leadership is the capacity to successfully guide the intended or desired action(s) of a person or group. According to this amoral definition, any person or group of people versed in rhetoric and/or subversive tactics can display effective leadership. But we know this not to be true. Ethical intention and the means by which outcomes are achieved are paramount. 

Essential components of effective leadership

Organizations seeking effective leadership must look beyond outcome achievement. As the current global reality demonstrates, the ends no longer justify the means. Personal integrity, social competencies, economic equity, conflict transformation, transparency, environmental stewardship, posterity, ethical conduct, and inclusivity (age, gender, race) need to be at the core of effective leadership requirements and competencies. First, companies must clarify the intention of effective leadership. Second, this raison d’être should elicit an authentic response in every individual inspired to heed the call. Lastly, leadership needs to have the capacity to skillfully and creatively orchestrate the collection, the aggregate of these diverse individual entities in order to bring the intention to fruition. How should leadership ethically and equitably influence your organization? What sustainable methods should leadership use to reach objectives? How inclusive should processes be? How should leadership ensure that all stakeholders benefit from the outcome?

Effective leadership ensures economic equity 

According to the Credit Suisse Global Wealth Report, the world’s richest 1 percent, own 44 percent of the world’s wealth. Adults with less than $10,000 in wealth make up 56.6 percent of the world’s population, but hold less than 2 percent of global wealth. Effective leadership needs to become financially transparent, sustainable, and equitable for posterity’s sake. Universal economic opportunity needs to be at the forefront of all policies. Leadership needs to ensure that all humans have fair and equal access to both natural and artificial resources necessary to sustain a proper standard for living (access mental and physical healthcare included) and provide for a family when desired without jeopardizing career development.

Effective leadership is inclusive

The most translated document in the world is the United Nation’s Universal Declaration of Human Rights. To date, it has been translated in 370 languages. Why? In addition to preserving the environment, without which humans could not exist, there is nothing more fundamental than ensuring the basic rights of all human beings. For example, which traits allowed women-led nations to cope well with COVID-19? Likewise, how can improving racial/ethnic balance in leadership better ensure basic human rights? Leadership is appropriately and ethically represented across gender and race when the ratio of those in leading roles are proportionate to those being led.

Bright Spots in closing gender and racial gaps

In 2018, Glassdoor partnered with JUST Capital to look at major corporations committed to equal pay. Remarkably, only 16 out of 920 publicly traded companies, the likes of Microsoft, VMWare, and Salesforce–just to name a few–were ensuring pay equity across gender and racial and ethnic lines. As companies close gender and racial/ethnic gaps and governments ensure human rights for all citizens, effective leadership promotes values that are transparent, ethical, equitable, sustainable, and inclusive.

Effective leadership entails environmental stewardship

The Internet of things (IoT) entails everything connected to the internet. So too are we interconnected with all living things (IoLT). When nature is out of balance so are we. We are an integral part of nature. We cannot survive without a healthy and diverse environment. As such, it is our human responsibility to care for our use of it. Environmental stewardship refers to responsible use and protection of the natural environment through conservation and sustainable practices. Aldo Leopold (1887–1949) championed environmental stewardship based on a land ethic “dealing with man’s relation to land and to the animals and plants which grow upon it.” (source: Wikipedia)

Effective leadership is intergenerational

Leadership roles in traditional organizations are often held by those who are one, two, or even three generations older than those being led. This alone is not a problem. Actually, there is a wealth of potential here. It can become an issue, however, when senior leadership is unable to incorporate the values and intentions of the younger generations of those they lead. Intergenerational learning is paramount in mutually acknowledging and integrating old and new forms of leadership. Companies who can do so will become more resilient and have an easier time ensuring an organization’s vitality. How can organizations with older forms of leadership give space for newer forms of leadership?

Acknowledging a changing of guards

Each generation has a new ideal of what effective leadership entails. Young people feel unheard and are quick to dismiss older mentalities as antiquated. Older people hold on to long-held beliefs are quick to dismiss newer realities as not being time-tested. A lack of mutual acknowledgment and respect prevents a seamless integration or transition of leadership styles. When all generations can honor the wisdom each brings, then there is an opportunity for dialogue, transformation, and growth. Newer companies and start-ups have an easier time implementing newer forms of leadership and organizational management since most employees belong to one or at most two generations. How can newer forms of leadership be given space in older and larger organizations where three or four generations are working together? As with all changing of the guards, the process must be honorable, on-going, and inclusive.

About the author

Jean-Pierre Kallanian is a Human Systems & Group Dynamics Expert, Conflict Facilitator, Youth Coach, Author, and Speaker. He accompanies individuals and teams wanting to fully integrate their human resource potential at all organizational levels. As the creator of the EPIC Model, Jean-Pierre brings out the expertise in groups by encouraging authenticity, intention, and collective wisdom.

Change Management: It’s time for a change

change management
Photo by Chris Lawton on Unsplash

Origins of Change Management

Amongst the pioneers in the field of organizational development, Richard Beckhard (1918-1999) was an American organizational theorist and Adjunct Professor at MIT. In his book, “Organization Development: Strategies and models” (1969), Beckhard defined organization development as “an effort (1) planned, (2) organization-wide, (3) managed from the top, (4) to increase organization effectiveness and health through (5) planned interventions in the organization’s ‘processes’, using behavioral-science knowledge”. 

Has Change Management changed much?

What is today’s definition of change management? The University of Virginia (UVA) defines change management as “the structured approach to proactively manage the impacts of change both at an individual and institutional level. It incorporates strategies that help individuals and the organization make successful transitions and result in the adoption of change for desired outcomes. It is most effective when all objectives – institutional, technical, and human – are fully implemented and embedded in the institution.”

Is UVA’s definition much different than the one from 50 years ago? “Structured approach” and “proactively managing” sound similar to Beckhard’s “planned interventions” and “managed from the top”. Regarding “desired outcome”, who is desiring the change? What outcome is desired? Solely relying on top management to guide and lead change processes in an information age is the equivalent of expecting only environmental experts to resolve climate change. Effectuating meaningful and sustainable change is not a one-time project with a fixed deadline and budget. It is a never-ending process and investment.

Nomen ist omen

What does change mean? What words are associated with it? Is management one of them? What does management imply? What words are associated with it? Is change one of them? Either word (change or management) used alone triggers a healthy dose of skepticism. Change usually disrupts and threatens management structures and corporate policies. Management practices usually prevent change by ensuring constant, predictable, and controllable conditions. Is that reflective of the current global and digital reality? Does the term “change management” seem like it wants to effectuate change?

Wisdom from the past

The distant past can help conceptualize an evolved form of change management. Two hundred years ago, Thomas Jefferson, one of the Founding Fathers, third President of the United States, and founder of the University of Virginia, had insight into creating a culture that ensures vitality. Below are some of his thoughts.

“I like the dreams of the future better than the history of the past.”

“If you want something you’ve never had you must be willing to do something you’ve never done.”

“Educate and inform the whole mass of the people… They are the only sure reliance for the preservation of our liberty.”
(Quotes source: quoteambition.com)

From Change Management to Change Facilitation

What would Thomas Jefferson think of UVA’s definition of change management? What Jefferson is alluding to are conditions conducive to facilitating change processes, not managing them.  Culture is neither prescribed nor managed. Rather, it naturally evolves, like the leaves in the picture. The leaves change and fall to be recycled, giving way to new growth. With minimal guidance and a clear vision, organizational culture naturally seeks to adapt, inspiring innovation and nurturing forward-thinkers and risk-takers. As Jefferson duly noted, paramount is placing people in the center by educating and keeping them informed. Only then are humans best equipped and able to ensure a system’s liveliness.

Nowhere does Jefferson explicitly mention hierarchy, management, or control mechanisms. Organizations able to process multiple realities and appropriately respond in real-time have a competitive edge in a VUCA world. Organizations fostering an aware workforce–where everyone is expected to sense and adjust as needed–will not only outperform their competitors both in scope and scale; they will lead the pack.

The need to incorporate change facilitation

Change facilitation is change management in constant motion. Managers control services and ensure product quality. Process facilitators working side by side with managers create working conditions that enable and empower all human resources to act not only as producers, but also as observers, data collectors/analysts, and change agents. Change facilitators help create a workforce that is attentive, wise to know when a shift is needed, and prepared to collectively respond from down below without being managed from high above.

About the author

Jean-Pierre is a Human Systems Expert. He specializes in Conflict Resolution, Change Facilitation, and Youth Engagement. He optimizes employee engagement, team cohesiveness, and leadership potential by enhancing group dynamics and ensuring the successful integration and retention of young employees into organizations. Jean-Pierre is also a Speaker and Author. He is the creator of the youth inspired EPIC Model of development.

Edge Computing Inspires Human Edge Cultures

edge computing
Image by Sasin Tipchai from Pixabay

Edge computing acquires accurate data quickly

Edge computing consists of IoT devices gathering data closer to the edge of the network. The advantage here is two-fold. First, the accuracy and quality of the data improve the closer it is collected to the source. Second, data is processed more quickly as it need not be transmitted to a central hub for processing. According to an edge computing article by Brandon Butler, doing computing closer to the edge of the network streamlines the flow of traffic from IoT devices, allowing organizations to analyze important data in near real-time.

Scientia Potentia est!

Knowledge is power. Edge computing like digitalization is about increasing the speed of data attainment and processing, i.e.,  knowledge acquisition. The strategy is quite simple. Gather relevant information as quickly as possible to expedite the response to fluctuating markets and shifting customer needs. Efficiently responding to changing market and client needs is valuable. The ability to foresee changes and already have systems, services, and products at the ready is priceless. Market prediction is the difference between industry leaders and followers.

The human obsession with speed

I attended an inspiring impulse talk on edge computing by Igor Grdic, Country Manager, Central Southern Europe, Vertiv. In his presentation, Grdic mentioned the basic physics equation: Time = Distance / Speed.  In the physical world, distance cannot be shortened. Physics proves that if you want to decrease time, increase speed. In western culture, speed is often praised and rewarded. “Time is money!” “Can’t waste time!” Humans know this formula solution all too well.  Late for a meeting? Drive more quickly. Need a coffee fix? Go through the drive-through instead of parking and going inside. I am guilty too. Even as a barefoot runner, I too want to reduce my time by becoming faster.

Human efficiency = Shortening the human distance

Need something from another department and don’t know anybody who works there? After filling out a few forms and sending multiple emails, you may get what you need in a few days or weeks. Know someone who works in that department? Within a day or even hours, you will have what you need. Efficiency between humans is not about increasing speed. It is about shortening the human distance. Digitalization is revolutionizing the way we conceptualize the equation: Time = Distance / Speed. And it is about time! Edge computing shows us that by shortening the distance at which data has to travel, more information can be acquired, processed, and utilized. More importantly, information gathered at the edge is more reliable and relevant. Edge computing decentralizes processes.

What can leaders learn from edge computing?

Companies outfitted with the latest in technology and utilizing edge technology will become more efficient to a certain extent. As the access to technology becomes more accessible, processes used to improve human relationships between co-workers and customers or players in your supply chain will become the game-changer in competitive markets. Trust and relationships improve the quality and transfer of knowledge and goods. The closer information is to the source, the more reliable and valid it is. Vital information is usually known by those at the edge of your organization and by those within your supply chain. Employees and partners at the edge are close to the pulse of how your materials, products and/or services are utilized and valued. They are most knowledgable about what works and what doesn’t. How valuable is their knowledge?

The human/time paradox

Increasing the speed at which people work together results when the social and psychological distance between them is shortened and not by extending work hours and shortening deadlines. Using the right processes can shorten this time. All things digital being equal, the socially and psychologically connected team/supply chain will outperform those that are not. The former is more flexible, adaptable, resilient, engaged, and innovative.  Highly bureaucratic and rigid hierarchical organizational structures and “one-up” work environments harbor jealousy, deceit, and undermining behaviors such as the withholding of information and dehumanizing rumors. All negatively impact efficiency. To increase speed, how much time and money do companies invest in technology in comparison to shortening the distance between employees and partners?

Leaders need to go within in order to go to the edge

Competitive companies and industry forerunners create and foster workplace cultures that trust and rely on those employees and partners living at the edge. What does it take for an organization to capitalize on the wealth of information at the edge? Creating a human edge funnel requires a culture of trust, transparency, collaboration, empowerment, and freedom just to name a few. Leaders best able to let their companies thrive and innovate at the edge require a solid sense of self and a clear and realizable vision that all employees, regardless of position or seniority can manifest and evolve. Hence another paradox. Leaders with the most inner security and certainty can more easily allow and foster a culture that thrives and grows on the outer edges.

About the Author

Jean-Pierre is a Human Systems Expert, specializing in Conflict Resolution, and Process Facilitation. He optimizes employee engagement and leadership potential by counseling leaders and enhancing group dynamics. He is the creator of the youth inspired EPIC Model of development and the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

VUCA: How companies can reap the rewards

VUCA

Rediscovering VUCA

VUCA is an acronym that most in the business world have become familiar with. It is the result of an ever-increasing flow of data and information in conjunction with increasing distrust of data and information.  This duality not only impacts economies and politics. It fundamentally affects how we interact and treat each other. I recently learned of the VUCA acronym at a presentation by Google’s Country Manager Adriatic Region, Joško Mrndže.  Here is the irony. The acronym was unfamiliar to me, however, as Mrndže continued talking about VUCA, the hairs on my arms straightened. As he spoke I was transported back to the almost two decades I had dedicated transforming extreme manifestations of VUCA.

Clarifying VUCA

vuca
(source: knowledgehut.com)

Volatility – the quality or state of being like to change suddenly, especially by becoming worse.

Uncertainty – a situation in which something is not known, or something that is not known or certain.

Complexity – the state of having many parts and being difficult to understand or find an answer to.

Ambiguity – the quality of being open to more than one interpretation; inexactness.

What the VUCA is going on

Left unchecked VUCA can wreak havoc on any community, organization, team, or individual. For most of my years in social work, I was responsible for managing volatility, uncertainty, complexity, and ambiguity in the lives of hundreds of young men in conflict with the law. Our job was to transform VUCA into positive energy and outcomes. We were tasked with ensuring that its devastating impact did not harm anyone, overrun the program’s culture, or spill into the neighboring community. One can imagine how the life of a young person coming from a home of domestic violence, abuse, and/or neglect can result in VUCA. Add to that any of the following pre-existing conditions: trauma, alcohol/drug addiction, gangs, learning disabilities, truancy, emotional dysregulation, poverty, and psychiatric illness.

Psychological safety transforms VUCA

The importance of psychological safety in companies is a coping mechanism for VUCA. This is a top priority for leaders.  Work environments are psychologically safe when:

A code of conduct exists and is practiced
Physical/Environmental safety is assured
Employees are entrusted to do their job
Systems and procedures  promote fair treatment
A mentoring culture exists
Employees are supported in times of need
Good work is recognized
An open feedback culture exists
Personal and professional development is encouraged
Employees feel a sense of belonging

As the director of a group home, I could not control what was happening outside the walls of my program. My energy went to influencing the staff and residents inside by fostering a trusting and caring environment. A safe haven in a sea of uncertainty allows people to harness VUCA’s creative and innovative potential.

Living la Vida VUCA

Vulnerability, uncertainty, complexity, and ambiguity are not always unwanted conditions. Moreover, they can never be fully eradicated, nor should they be. When a safe haven to deal with such incalculable conditions exists, VUCA promotes creativity and innovation. Some of the most out of the box thinkers I have met were the young men under my care.  Living a VUCA life creates an agile mind. People comfortable with instability are flexible and adaptable. As VUCA increases in a digital world so does the need for societies and organizations to create conditions for humans to effectively and efficiently deal with it. Ensuring psychological safety permits people to have the peace of mind to learn and grow from incalculable and unknown variables.

About the author

Jean-Pierre Kallanian is a Process Facilitator and Human Systems Expert. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

Creating an Observer Culture

Observer
Courtesy Prawney @ Morguefile

Leaders need observersIn a world of information overload, a leader’s ability to be the sole key observer in keeping an organization abreast of trends, innovations, and market changes is diminishing. There is an ever-increasing multiplicity of social, economic, technological, environmental, and political factors impacting business. Leaders depend on the keen observation of others. How can a leader maximize the benefit of what is being observed?

The observer obsession

According to the Oxford Living Dictionary, the verb observe is to notice or perceive (something) and register it as being significant. Do what employees deem significant match what management deems to be? Collective opinions matter. To add some perspective, on just one day there are on average 500 million tweets and 95 million pictures and videos shared on Instagram. Every 60 seconds on Facebook: 510,000 comments are posted, 293,000 statuses are updated, and 136,000 photos are uploaded. (Source: The Social Skinny).  What do these mindblowing numbers mean for leaders?

Observer bias

The Cambridge Dictionary defines an observer as a person who watches what happens but has no active part in it. Are observers always able to remain objective and/or independent of what is being observed? Take a brief moment to look at comments on any social media site; division and divisiveness appear to be on the rise. At any level of an organization, including the executive, individuals are both subjective and objective observers. Leaders encouraging objective observation focus on organization-oriented outcomes as opposed to those that are driven by special interest. A leader’s job is to not only be aware of his or her own observer bias but also that of others.

Forget water cooler chat

According to a two-year-old Pew Research poll, 86% of US adults aged 18-29 are social media users. With every new young hire comes a prospective employee who is used to regularly sharing observations on various social platforms.  Employees want to share their observations. And organizations can profit. How can leaders improve the quality of employee observations?

 The idle mind is the devil’s playground

Unfocused observers can go rogue, using information for selfish gain and harming others, creating a toxic gossip-filled work environment. Social networking policies are restrictive and punitive in nature. Their sole use to deter unproductive social media chitchat promotes a secretive and covertly defiant workforce. What is the point of observing if not to share with your followers? Organizations need to address the root of the problem. Is there a better way to reel in the idle mind?

Focus the observer

Give your employees something you want them to observe! This also tests their mindset to see if they are in line with the organization’s mission and purpose. When employee attention is focused observations become more targeted. This is how organizations reap the rewards from an ever-growing observer workforce. Focus the observer’s attention on a specific goal, service, or product. Always have employee attention clearly directed toward developing the organization and enhancing its performance and purpose. Are your employees currently focused on improving desired organizational outcomes? If not then how can you shift their focus?

Focused observers create an open feedback culture

When management seeks clear observations from its employees, deleterious chitchat wanes. Innate pro-social behaviors kick in. Believe it or not, people want to work together. Everyone benefits from a culture that promotes pro-social interactions. A group of focused observers creates a peer culture that derives constructive feedback and not harbor toxic rumors. Safety to verbally contribute increases. Speaking up is now associated with sharing an innovate idea or an improvement of some kind. Making your voice heard now brings the organization forward and not a colleague under. Feedback becomes solution-oriented. Possibilities become the focus and not what is not possible. An open feedback culture with focused observers creates an atmosphere of collaboration and collective wisdom sharing. Which organization doesn’t want that?

About the author

Jean-Pierre Kallanian is a Process Facilitator and Human Systems Specialist. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. All stakeholders benefit in a culture that supports exploration, play, inspiration, and connection. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

How IoT reflects IoLT: the interconnectedness of living things

IoT
The symbiotic relationship between a crocodile and plover for the benefit of both species (smallscience.hbcse.tief.res.in)

IoT – What is the internet of things?

The Internet of things (IoT) is a system of interconnected computing sensors able to transfer data over a network. IoT does not require direct human involvement to function. Chips implanted in devices or machinery combine operational technology (OT) with information systems (IT). Real-time data exchange through IoT allows for interoperability, enhancing efficiency and performance of a device,  product, or service.

IoT in the workplace and beyond

In 2016, the top three industries in IoT spending were manufacturing, transportation, and utilities. Global spending on IoT is projected to reach $1.3 Trillion in 2020 (IDC). According to Statista.com, a leading provider of market and consumer data,  the number of connected devices will increase six-fold from 15 billion devices in 2015 to 75 billion in 2025.

Not only will IoT be the standard in the workplace, but it will also be pervasive in our private lives, from personal belongings to inside our bodies. According to a 2018 article from Business Insider, thousands of Swedes are having microchips implanted in their bodies, no longer requiring them to carry keys or IDs. A simple wave of the hand unlocks the house door or identifies who you are.

IoLT – The interconnectedness of living things

The interconnectedness of living things is the interdependence of all organisms. For millions of years, the animal and plant kingdom has been developing and evolving a complex and intricate system of interdependency that benefits all species. Humans are becoming more cognizant of the need to care for the natural resources that all living organisms, humans included, are dependent upon.

Nature’s interconnectedness is as astonishing and complex of a system as there is. Nonetheless, it works rather effectively and efficiently through the use of six varying symbiotic relationships. Interdependence requires each stakeholder to uphold a degree of responsibility regardless of status or position. A system overcomes challenges and effectively deals with setbacks when all stakeholders fulfill their role. A breakdown at any point impacts the entire system. It is not a coincidence that the IoLT and IoT diagrams share similar patterns. What can we learn from nature as human interconnectedness and complexity increases as a result of IoT?

IoT
The interconnectedness of living things (Science Bob)

IoT
Internet of Things

The importance of IoLT

Just as industry and technology sectors see the value of the internet of things, so too are we becoming more aware of the importance of the interconnectedness of all things living. IoLT has the answers to cope with the potential threats of IoT. It is imperative we look after nature. How we care for nature will reflect how we cope with digitalization. Maintaining the quality of air, soil, and water, and minimizing our ecological footprint is more noticeable with the increase in air pollution, water contamination, deforestation, and global warming. What societal changes are we noticing from digitalization?

Nature not only ensures our survival, but it also helps us solve complex human problems. Studying photosynthesis to improve solar energy. Using snake venom to help find cures for cancer and diabetes. Kingfisher bird anatomy inspiring the design of bullet trains. These are but a few examples of biomimetics or biomimicry. Naturally occurring elements and structures greatly help us in taking the next evolutionary step. We still have more to learn.

Remaining human for the sake of posterity

As IoT results in the continued digitalization of work and home, interactions with technological devices are on the rise. Practicing pro-social skills and maintaining human connectedness will be paramount in adhering to a moral and ethical framework as digitalization becomes more predominant in everyday life. It should come to no surprise that political, economic, and social divisiveness becomes even more hazardous to our overall safety and security in a digitalized world. The use of IoT for ill intention or for the sake of taking advantage of certain stakeholders is a real and existing threat.

Empathy, compassion, listening, and understanding are all vital human traits that require continuous practice. A machine needs only to be programmed once to learn a task. In contrast, humans need to continuously train skills in order to maintain proficiency. If we don’t, we risk losing the ability to remain human in a world that becomes more capable of widespread harm with each passing day.

 Trust and transparency in a digital world

The breadth of challenges posed by IoT seems to span as wide as the potential benefits. What data is being collected? For what purpose is it being collected? Who has access to the data?  What impact does IoT have on security and personal privacy? These are just a few of the crucial and complex moral questions arising from data collection and use arising from the internet of things.

Creative cooperation and information sharing lead to survival and prosperity for all. IoT must be used with the common good of all in mind to reap large-scale rewards and avoid large-scale catastrophe. Similar to the delicate relationship between the plover enjoying a free meal and the crocodile a dental cleaning, trust, intention, collaboration, and transparency are paramount when dealing with complexity.  In a millisecond, a quick snap of the jaws is all that is needed to end the mutual benefits of this symbiotic relationship. The 200 million-year-old wise crocodile knows better. Do we?

About the author

Jean-Pierre Kallanian is an Executive Coach, Youth Expert, Human Systems Facilitator, Author, and Speaker. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom.

Youth leadership cannot wait until the future. It is needed today.

“We realize the importance of our voices only when we are silenced.” -Malala Jousafzai

Youth Leadership
Nobel laureate Malala Yousafzai attends the annual meeting of the World Economic Forum in Davos, Switzerland, January 25, 2018. Photo: Markus Schreiber/AP

The right for youth to speak about injustice

On October 9,  2012, at the age of 15, Malala Jousafzai and two other girls were riding in a bus when a Taliban hitman came on board. After asking Malala to identify herself or everyone would be shot, she did so. Although making a full recovery, with one bullet she was shot through the head, neck, and shoulder. Malala’s assassination attempt was in retaliation for her activism. Her crime. Malala wanted an education.

What had Malala remained fearful and silent?  What had she not told her story? And what had she not advocated for female rights to an education? Who if not Malala would speak up and act? Six years later and halfway across the world, high school students in Florida would be asking themselves the same question.

On February 14, 2018, 17 students and faculty of Parkland High School were maliciously gunned down during school hours. This had not been the first mass school shooting in recent US history, but it was the first time students, young people, like Malala, had had enough of condolences and empty promises. Like with previous school shootings, adults with the authority to take action paid mostly lip service to an, unfortunately, more common phenomenon in American society. Enough was enough.

Youth leadership in action

Similar to Malala’s courage to advocate in the face of harm, the Parkland student-led rally in Washington D.C. is a mind-blowing example of how youth leadership can influence current social and political conditions.  In the past, a young social or political activist had hurdles to climb regarding accessibility to media, funding, and networking. Today, it may very well be advantageous to be young and an activist.  Through the use of social media, the media, a GoFundMe account, and with the help of private donations from well-connected sympathizers, Parkland students raised $5.5 Million, of which $1.7 Million was raised in just three days.

As impressive, on March 24th, 2018, a mere five weeks after the devasting Parkland high school shooting, roughly 1.2 Million people marched world-wide for gun control. It was the biggest youth protest since the Vietnam War. Both times young Americans organized to this extent was to protest the senseless deaths of young people from weapons and from policymakers doing very little to advocate for their safety and lives.

What accounted for the swift actions of young people who before Parkland were neither fundraisers, event organizers, nor political and social activists? Led not by lobbyists and special interests this youth leadership operated on intention, social media savvy, networking, and everything fundamentally meant to be human. The clarity and precision of their actions rivaled anything any political organization or event planner could execute.

The role basic needs play in mobilizing youth leadership

Regardless of the system (family, organization, or community), harmful patterns can repeat themselves until the system collapses or the cycle is broken. Subsequent reoccurrences can increase in intensity until one of two things occurs. Either one accepts the dysfunction as normal or one takes a stand to change it. Malala and students at Parkland High School both chose the later.

All behavior is for the sake of fulfilling at least one of the basic needs (Survival, Belonging, Freedom, Fun, and Power). The more needs being fulfilled through a behavior, the more significant that behavior becomes. One basic need that mobilizes action regardless of age, gender, race, or religion, is the need for survival. Fight or flight. Sadly, the threat to safety and security in schools is a palatable one felt by too many communities across the United States. In addition to survival, the needs for power (feeling worthwhile to self and others), belonging, freedom, and fun were also jeopardized by the shootings. The response from Parkland High School students (see picture below) is a clear example of how the threat to all five basic needs, mobilized young people to take swift and historic action.

Organizers of the March For Our Lives fulfilled the need for power, satiating a strong desire to not remain a victim. They took meaningful action to improve not only their community but the nation as a whole. The need to belong to a group i.e., the school, was triggered by the shootings. Their community came under attack and the need to protect it and those of students across the US  gave clear purpose for the organizers. Like Malala, students everywhere want to have the freedom to an education and have fun in the process without having to worry about losing their lives.

What can we learn from youth leadership today?

Young people are more informed and engaged than any other previous generation.  When students no longer feel safe in school and adults are seen as doing too little to significantly address the most basic of basic needs, is it really a surprise to see articulate, well-intended, and technologically savvy young people taking matters into their own hands?  As a result, they are shaping public opinion through their response to events. This trend will likely continue.

The deleterious impact of social, corporate, political, and environmental irresponsibility currently transpiring is not a future young people desire. Why wait to do something about it? Young people, with the help of technology and social media, have leveled the playing field in their ability to take action, speak up, organize, and most importantly influence social, political, and environmental change. Young people are more transparent, capturing events in picture or video and broadcasting them globally through social media.

Youth leadership skills are currently needed. Young people are listening, showing empathy, and actively responding to injustices and policies affecting them and their future. Authoritative and dictatorial leadership caters to self-interest and special interest rather than to the common good. Forms of leadership embraced by young people place emphasis on purpose, authenticity, community, and the environment. They are replacing the idiom ‘the end justifies the means’ with ‘the means need to justify the end.’

Youth Leadership
Jacqueline Coren, Emma Gonzalez, Cameron Kasky, David Hogg, and Alex Wind. Photo: YouTube / Face The Nation

About the author

Jean-Pierre Kallanian is a Process Facilitator and Human Systems Expert. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.