How Do You See Values?

This week I was taken down by the nasty cold/flu and was forced to take almost two days off of work – something I NEVER do… it got me thinking about why I worry so much about calling in sick when I have a fever and know I shouldn’t be at work potentially infecting others. What makes me feel others should take the time off, but I should rally and show up even though I need to rest and won’t be productive if I do go? What makes other employees “fake” calling in sick all the time with no sense of guilt? Is it my work ethic? Catholic upbringing? Need to feel needed? It all seems so ridiculous…

I wonder if workers (perhaps myself included) want so desperately to feel important in their job that they convince themselves the world will fall apart if they aren’t there? I notice it’s hard for me to take time off work, and when I do, I have to force myself not to check my email incessantly. But seriously, what crisis (related to my job) could possibly happen on a Saturday night that couldn’t wait until Monday to be resolved? I think perhaps it’s my OCD… I hate having emails in my inbox, things on my to-do list, or anyone waiting for me to figure something out. I want tasks completed, goals accomplished, my plate clean…. Not that those goals are realistic or even desirable. After all, with nothing left to complete, how would I remain gainfully employed? Emails are communication, that won’t end because as soon as I finish one job, another one will arise; that’s the nature of work, right? So how does one, as an educational leader, discern between a person who works hard and person who hardly works until they truly see that person in action over time? I believe that I am trustworthy to do my best, but do I just assume that others are as well? 

In processing my notes, observations, and synthesis of my organizational visit, I have been thinking about what the operations manager discussed in his description of hiring new personnel. He said that he and his colleague (another manger) have become better at identifying competent people over time and that there is less turnover as a result. Last year I attended a Leadership Institute where Dr. Dave Logan (co-author of Tribal Leadership) was the keynote speaker. He instructed us to hire for values and train for skills; he stated that everyone can be trained, but if a person does not possess values in-line with the organization, they will not reach their potential to contribute to the greater good. I believe I am a fairly good judge of character, but how can I be certain a person’s goals are in line with my department's/organization's goals? Is it just about following your gut and/or having faith?

While I believe I am learning a great deal about leadership, I have a feeling that only time will help me to develop the keen awareness to judge potential employees; in the meantime, I think there will be trial and error from which I will need to learn.

Second Organizational Observation

My classmates and I conducted our second observation yesterday and interviewed the manager of the organization. He generously gave of his time to sit with us and discuss a variety of topics. Knowing that he was apprehensive at first about us visiting at all, we met ahead of the observation time to strategize. As a group, we determined it was important to continue building rapport to put the manager at ease and open the door for more in depth questions.

We opened our visit by thanking the manager for arranging our last visitation time and tour. We also expressed how impressed we were with the business and the friendliness of the staff. It seemed that once we explained our intention – aspiring educational leaders hoping to glean important lessons from business – the manager relaxed and opened up quite readily. He shared his own journey to becoming a full-time employee with the fitness club and how he moved up into a management position in a fairly short amount of time.

Beyond learning about the manager’s experience, we were able to delve deeper into the culture of the organization, changes that have taken place within the ownership and structure over the years, as well as the vision/motto of the organization at this time. One key finding, which we had sensed as observers, is that the organization aims to distinguish itself from its competitors by offering a warm environment that is not present at other similar organizations. While we did not learn of many “ceremonies” per se, we did hear about a fund-raising event that the organization sponsors each year. We also learned about the ways in which new employees are brought into the fold of the business.

As I have begun outlining my observation notes to compare and contrast what I have seen with what I know in my own organization, I have identified far more similarities than I anticipated finding. First, I have found a strong connection between our missions to improve the lives of those we serve. Second, I see how personnel structures are closely aligned between the organizations. Finally, I identified a trend in both organizations to counsel the “customer” to see the benefits available, and, in a sense, to “sell” our services in a similar manner.

I realize that it will take time to reflect on this last interview/observation and draw more comparisons with my own organization. For now, I am intrigued by the opportunity to further examine the system of which I am a part by taking an outsider’s perspective.

Parallel Force Fields and Other Observations

It has been interesting to begin processing my impressions of the organization my group observed last week; sharing information with the class and receiving feedback helped me develop connections that I had not initially seen. I tried to approach the visit with an open mind, a blank slate, but clearly, that was impossible, because we all have preconceived notions. Evaluating my biases/filters, I realized that I have had many personal experiences within the fitness industry, and I cling to certain perceptions/memories. In trying to disconnect from this biases, I wrote down notes of what I saw and heard in an attempt to be objective; however, I also realized that feelings are an observation as well, and try as I might to be a fly on the wall, my presence in the organization had an effect on the organization as well as my observation – that is undeniable.

I began thinking of my first impressions and drawing comparisons between my organization and the fitness club. I could see how the focus of both organizations is on client well-being and development. The fitness club focuses on peoples’ health and lifestyle and educational institutions often do the same, but through different approaches. Programs are a common theme between the organizations, along with an attempt to design something for everyone. Working in higher education, I believe postsecondary institutions were developed to provide many different options for students, and even within my department, that remains evident. At the fitness club, on a smaller scale, there is an attempt to meet the needs of clients of all ages, demographics, abilities, interests, etc.

One similarity between my organization and the fitness club was the mixed message provided by representatives. For example, our tour guide, a membership specialist, openly said she doesn’t work out; that seemed odd for someone who works in the fitness industry (although I did think about how many nurses and doctors can be seen smoking outside a hospital, so I suppose life is full of ironies). Reflecting on the observation, I was struck by my impression of a high-level administrator in my organization who recommends that students persist and complete their educational degrees/certificates, but this person never completed their dissertation and has been ABD for many years. I find it fascinating that people can advise others to do what they themselves are unwilling to do. It is the message parents often give their children: Do as I say, not as I do.

I consider myself a fairly perceptive person, and how an environment “feels” is very important to me. I was thoroughly impressed with the good-vibe, if you will, that I sensed in the fitness club. Similarly, I have a good-vibe feeling in my organization. There is a sense that people are available to help you, but that you are ultimately there by choice and must do-right by yourself because no one can do it for you. I think with fitness, both of the body and mind, that is particularly true. Educating people to live healthier lifestyles and/or to master skills for more productive and satisfying futures is quite thematic across the fitness and educational industries. The financial structures of the organizations may differ greatly, but I am sensing that the over-arching missions are more similar than I previously suspected.

Next Friday my group is revisiting the organization to interview the manager and learn more about the ins-and-outs of the business. I hope to ascertain more concrete examples of the culture and traditions that the fitness club maintains. I have a feeling that I will continue to expand my impressions of the club at the same time I begin to peel back the layers of my organization to reveal a deeper level of unexamined force fields (inspired by Wheatley, 2006).

Beginning the Observation Process

My classmates/group mates and I conducted our first organizational observation today. We visited a local business with which I was not previously familiar, and were able to tour the facility. Our ‘host’ was friendly, informative, and it was easy to get a sense from the employees that we encountered that it is a warm and positive work environment. My first impression “vibe”, if you will, was that it was a family-oriented business that seeks to meet the needs of its clients. I truly appreciated their openness to talking about their services/programs/business details. It will be interesting to compare today’s observations to my own organization. Fortunately, we have our next visit already set up and will be able to meet with a manager at that time. I have a feeling we’ll be able to ask some deeper questions about the guiding vision/missions/principles of the organization, and I look forward to learning more. It is a completely different perspective with which to enter an organization/business, and I think the sense of curiosity I have about organizational development and culture is something that will stick with me far beyond this assignment or course.

In reading about conflict identification and management I have realized how many different levels of conflict may exist in an organization and how conflict may be perceived and managed in different ways depending on individual personality styles. Constructive conflict can be incredibly useful in organizational growth, and in education, I believe conflict is inevitable. My personal struggles arise when colleagues do not seem to be able to manage the type of open, collaborative communication that would create useful management of conflict. I witness high-level administrators who shut down ideas put forth by subordinates, and I wonder if their fear of losing power drives them to belittle others and speak condescendingly. Reading through the various websites on conflict resolution, I found that a theme of power ran through many articles. I suppose my focus as an educator is on students, not on power, but perhaps others do not feel the same? Finally, I arrive at a place in which I remind myself that the decisions and actions of others are nothing I can control; to embody the teachings of William Glasser, I utilize “Choice Theory” and remember that I can only control myself and my own choices.

I imagine that in the relatively brief time my group and I will spend observing our designated business, we will not likely witness a plethora of conflict because, as “guests”, I think we will be sheltered from the inner workings and potential conflicts that naturally occur. I would guess that management consultants spend enough time within an organization to witness, and potentially be involved in, conflict within a workplace. One major difference, however, would be that the consultant was hired, and, therefore, is likely trusted to be engaged in constructive conflict. As a mere participant observer, I do not think I will be able to see how this particular organization handles conflict. I am curious if my meeting with the manager will lead to a discussion of policies and the opportunity to learn about how grievances and issues are slated to be managed… For the time being, I will continue to develop rapport and simply be open to the wealth of information I can glean from this experience.