Dr Michael Devine - Resilience & You - Part 2
· 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.
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.