| March 2010 | Volume 6 | Issue 3
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“Long-term change only occurs when we address the mental models and belief systems that get in the way of desired results.”
– Jeffrey Cufaude, Associations Now, December 2009
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Leading Strategic and Cultural Change:
Best Practices Research for 21st Century Improvement
PROBLEM 10: Lacking a Culture of Discipline
BEST PRACTICE: Creating a Thought Process and Organizing Framework for Solution-Seeking, not just Problem-Solving
What is a Culture of Discipline? It is the author’s belief that the US educational and child rearing culture over the past 20 years of so has caused a breakdown of the “work ethic” that used to be more prevalent. Education had a policy for years in many locations of “passing” students regardless of their grades or skills to move up to the next level, to preserve their self-esteem. Child rearing also stressed coddling so as not to harm the child’s self-esteem.
Couple that with the instant gratification hopes of the pervasive gambling environment in our society, and our famous “Me Generation”, and we get a decline in the discipline, work ethic, reliability, and dependability in numerous workers and executives today. Many of us in the field of Management Consulting have commented how a “surface” level of knowledge and use of the right terminology seems to be sufficient. In fact, at our public workshops, participants eschew the traditional, content heavy Participant Notebook in favor of the surface bullets of PowerPoint Slides.
Jim Collins, the famous management guru, professor and best selling author even uses this exact term of lacking a “Culture of Discipline” in his post Good to Great book monograph about the public sector.
Instead the Best Practices needed and present in high performing organizations is a disciplined culture where:
(1) Personal accountability has its rewards and consequences,
(2) A systemic thought process and Organizing Framework is prevalent, resulting is the Rubik's Cube Effect of “Unintended Consequences” is lessened. Conflict is nipped in the bud and cross-functional teamwork is much more the norm. Conflict is down and teamwork is up!
(3) Traditional problem-solving of today’s issues is no longer the main skill, but solutions-seeking towards corporate Vision, Mission, and Goals is the norm, encapsulating more than just the problem-solving component.
Lastly, the organization understands the need for the organization to be one “system” with all parts and people supporting the whole, overall direction. The parts, people and processes all fit, are aligned, and integrated into one “Watertight Integrity” of an organization. We refer to this “Watertight Integrity” (as in a ship), (or “Airtight Integrity” in a plane), as when the Seven Cultural Pillars mentioned earlier, all have integrity and are integrated with each other. Without it a ship would sink and an airplane could not fly. However, organizations are known for this fragmented, piecemeal, eclectic approach to culture and cultural change.
Do you have watertight integrity? Or is your ship sinking?
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Executive Coaching for Results
The Systems Thinking Approach®
By Valerie MacLeod and Stephen Haines, Global Partners,
Haines Centre for Strategic Management
The Systems Thinking Approach® is based upon the science of Systems Thinking and is a researched-based best practices application to executive coaching
Coaching for executives is a tailored approach to developing and refining leadership and management skills. In many cases, the leader has technical and Business Acumen skills that got them to their role, but they haven’t been given specific training, development and coaching in leadership skills.
Improving leadership skill areas impacts the organization in two main ways: (1) It builds, motivates and retains staffing in a positive culture and (2) it improves business excellence and superior financial results for the organization.
Read more...
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Haines Centre for Strategic Management®
Founded in 1990 - Offices in Over 25 Countries
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Haines Centre for Strategic Management, 1420 Monitor Road, San Diego, CA, 92110
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