Dr Michael Devine - Resilience & You - Part 2


Opening Discussion:

·       What did change management used to be?

·       How does culture and resilience work together?

·       Why does ‘change management’ no longer work in today’s world?

How do we manage information, change and resilience?

·       How much time and effort do we spend looking at what we are dealing with down the track?

·       Organisations that struggle are only thinking short-term.

·       If the culture is strong, then are we ready to deal with what is coming down the track?

·       Is your organisation rewarding people for being resilient?

·       Is your futures team separate from the organisation? As they have a single focus on navigating.

·       Are we relying on audit, and are we auditing alignment, or compliance?

·       What is leadership doing when it comes to change?

·       When is there no change?

o   When your organisation goes out of business.

o   When you die.

Is there a link to the world becoming more global and uncertain?

·       With high turnover, we no longer build relationships into operations as we can’t rely on it.

·       As an employee, as we are moving on, is our personal investment dropping?

·       How can we build trust with less engagement?

How do we deal with having too much information?

·       What is important, and what is critical, and why do we have information overload?

·       When there is a lack of decision making, information can get shifted upwards.

·       Who needs to be a decision maker and who needs to be notified?

·       Do we just push information around, or are we making decisions with oversight?

·       Prioritisation is not the issue, it’s the ability to delegate and defer to expertise.

How do we get flat and fast?

·       When is flat and fast necessary?

·       There are no easy solutions for this space, as it all depends on the needs and size of an organisations.

·       Links to tribal leadership principles

How do you get away from ‘ass covering’ and start the culture shift to engage with your leader better?

·       Firstly, do I have a clear understanding of what my focus is?

·       Relationships with decision makers is critical.

·       Actively put yourself in situations to get access to the decisions.

·       Look for ways to implement that five principles from part 1.

·       Have the conversation with your leader to define what is expected.

·       What does the language sound like? You, They, Them or Us/We.

Case Example: Challenger Space Shuttle Disaster

·       Culture was the cause.

·       The technical failure was caused by an O-Ring failure during a cold launch.

·       Schedule delays causing a compromise of ice removal, resulting in a failure.

·       Post investigation, pointed out these cultural issues.

·       The problem was things went really well post, so it was considered to be a once off.

Case Example: Columbia Space Shuttle Disaster

·       The same issues that were present during challenger reoccurred to create the Columbia failure.

·       There was a possible cause, but leadership deferred away due to lack of ‘facts’.

·       The team kept working despite being asked to step away, and raised the issue via the department of defence to get a better satellite view.

·       Unfortunately this information went back to mission control, who vetoed the information once again.

·       The team still continued to work on the problem, and created two solutions, however, still not accepted and the shuttle broke up on re-entry.