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Monthly Archives: February 2023

Intentional Design of Business Culture: Unleashing the Wild Potential!

February 17, 2023
Article, Culture change
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Intentional Design of Business Culture: Unleashing the Wild Potential!

The sun was just beginning to rise over the city of San Francisco as I made my way towards the bustling business district. The streets were crowded with people, all scurrying about their daily business, their eyes fixed on the ground ahead of them. But I, a keen observer of the world around me, kept my head up, taking in every detail.

As I walked, I couldn’t help but notice the design of the buildings around me. The towering skyscrapers, the sleek glass facades – all designed with the intention of inspiring awe and admiration. But beyond the aesthetics, there was something more at play here. Something that spoke to the very heart of business culture.

I watched as a group of business people entered a high-rise building, all dressed in their impeccably tailored suits. Their movements were purposeful, their expressions serious. But as they stepped into the building’s spacious lobby, their demeanor seemed to shift. Suddenly, they were smiling and laughing, chatting with one another as they made their way towards the elevators.

It was then that I realised the true power of intentional design in business culture. These buildings, were not just meant to impress clients or visitors. They were designed to inspire a sense of pride and belonging in those who worked within their walls. To create a sense of community, of shared purpose.

As I continued my walk, I observed the various businesses and storefronts that lined the streets. From the chic boutiques to the bustling coffee shops, each one was carefully crafted to appeal to a specific audience.

And yet, there was more to it than just aesthetics. The intentional design of these businesses was meant to communicate a certain message to their customers. A message of quality, of sophistication, of reliability. It was a way to stand out in a crowded market.

But the benefits of intentional design went beyond just the visual. I watched as a group of employees stepped out of their office building for a lunch break. As they made their way towards a nearby park, they were smiling and chatting, their body language relaxed.

It was then that I realised the true power of intentional design in business culture. When a workplace is designed with the needs and well-being of its people in mind, it can have a profound impact on their productivity and morale. From the layout of the office to the amenities offered, every aspect of the workplace can be tailored to create a positive and supportive environment.

As the sun began to set over the city, I made my way back to my own office. But my mind was buzzing with the possibilities of intentional design. I knew that by incorporating this concept into my own work, I could create a business culture that was not only successful, but also fulfilling and inspiring. And that, I realized, was the true power of intentional design in business.

 

Why Culture is the Secret to Business Success

February 17, 2023
Article, Business, Culture change
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Why Culture is the Secret to Business Success

Culture is a term that’s tricky to define, but in business, it has a huge influence. It’s basically the set of collective assumptions, beliefs, and habits that guide how people behave in an organisation. Think of it as the personality of a company.

The reason culture matters in business is that it affects how people behave within a company. When a culture is positive and healthy, stress is lower, employees are more engaged, perform better, and make customers happier. But when it’s negative or toxic, stress increased, morale drops, staff turnover goes up, and productivity takes a nosedive.

To put it simply, culture makes or breaks a company. A good culture creates a sense of community and shared purpose, and it motivates people to work harder and achieve their goals. It also helps companies attract and keep the best staff who want to work in a positive environment.

A bad culture, on the other hand, leads to stress, burnout, and unhappy employees. It can also result in poor decision-making, a lack of innovation, and poor customer satisfaction. Plus, it can harm a company’s reputation and make it hard to keep good staff.

That’s why outstanding businesses care about their culture and make sure it’s healthy. A healthy culture is one where staff feel valued and supported, and there’s a tangible sense of purpose. You can create that by giving people opportunities for development, attending to their needs, and fostering a sense of community within the workplace.

The culture of a business dictates just who gets to shape its culture. Often its senior managers, but in more egalitarian cultures, everyone is more or less involved.

To sum up, culture matters in business because it affects how people behave, and that makes a big difference to a company’s success. A positive and healthy culture leads to happy staff, good performance, and satisfied customers.

Embracing a People-First Paradigm Shift

February 16, 2023
Article, Culture change, Paradigm shifts
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Embracing a People-First Paradigm Shift

In the world of business and software development, there is a growing realisation that the traditional models of development and delivery are ineffective and unsustainable in the long term. In order to advance these fields, a paradigm shift is needed, one that emphasises a people-first approach that focuses on collective assumptions and beliefs.

The traditional approach to business and software development has been based on the assumption that the end-user is the most important stakeholder. While this may be true to some extent, it has led to a culture of product-centric thinking that has resulted in a disconnect between the development team and the end-users.

In contrast, a people-first approach recognises that the people involved in the development and delivery of a product are just as important as the end-users. This includes the development team, managers, and other stakeholders who are involved in the process.

A people-first approach places an emphasis on organisation-wide shared assumptions and beliefs, recognising that the success is dependent on the alignment of these factors. This means that the development teams and other stakeholders must work together to identify the underlying assumptions and beliefs that are driving the organisation.

By focusing on shared assumptions and beliefs, a people-first approach can help to create a culture of collaboration and cooperation. This can lead to improved communication, greater transparency, and a greater sense of ownership among team members.

Moreover, a people-first approach can help to promote a culture of continuous learning and improvement. By recognising the importance of people and their contributions, the development teams can work together to identify areas for improvement and implement new approaches and practices that can help to enhance overall success

In conclusion, a people-first approach that focuses on shared assumptions and beliefs is essential for advancing the fields of business and software development. By recognising the importance of people and their contributions to the project, we can create a culture of collaboration and cooperation that promotes continuous learning and improvement.

A Gentler Approach to Culture Change

February 16, 2023
Antimatter principle, Article, Compassion, Culture change
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A Gentler Approach to Culture Change

Culture change can be one of the most challenging yet rewarding initiatives that a business can undertake. It entails a significant shift in the way that people think, work, and interact, which can often result in resistance, confusion, and frustration. However, a gentler approach to culture change can help to mitigate these challenges by fostering collaboration, openness, and a shared sense of purpose.

One of the first steps in a gentler approach to culture change is to involve people in the process. This means creating opportunities for people to contribute to the development of the new culture, to voice their opinions and concerns, and to participate in the change process. By involving people in the process, they feel valued and supported, and they are more likely to embrace the change.

Another aspect of a gentler approach to culture change is to focus on the positive aspects of the change. Instead of dwelling on the negative aspects of the current culture, organisations may choose to focus on the benefits of a new culture. This can help create a shared sense of purpose, which can motivate people to work towards the new culture. By emphasising the positive aspects of the change, organisations can create a more optimistic and collaborative atmosphere.

Communication also helps in a gentler approach to culture change. Organisations benefit from nurturing a clear and compelling vision of the new culture and from seeing it communicated frequently and consistently. This can be done through town hall meetings, email updates, and other channels of communication. By keeping people enrolled and engaged throughout the change process, organisations can build trust and encourage buy-in.

Don’t underestimate the power of attending to folks’ needs in the context of culture change. What do people need from the new culture? Attending to everyone’s needs makes it that much more likely that people will reciprocate and attend to the needs of the organisation, too.

Finally, making support and resources available during the culture change process means providing training and development opportunities, creating support networks, and offering mentoring or coaching. By providing these resources, organisations can help employees navigate the change and feel supported and involved throughout the process.

In conclusion, a gentler approach to culture change can help to mitigate the challenges associated with changing an organization’s culture. By involving employees in the process, focusing on the positive aspects of the change, communicating effectively, sensitivity to needs, and providing support and resources, leaders can create a more collaborative and optimistic atmosphere.

Unlocking the Collective Unconscious: Applying Jungian Psychology to Organisational Psychotherapy

February 15, 2023
Article, Culture change, Organisational Therapy, Psychology
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Unlocking the Collective Unconscious: Applying Jungian Psychology to Organisational Psychotherapy

Organisational psychotherapy is a holistic approach to culture change in business. It involves a deep exploration of the dynamics that exist within the organisation and the collective assumptions and beliefs therein. Carl Jung’s theories of psychology can be applied to organisational psychotherapy to provide insight into the subconscious forces at play in these environments.

One of the primary ways Jung’s theories can be applied to organisational psychotherapy is through the concept of the collective unconscious. The collective unconscious is the shared storehouse of human experiences, instincts, and archetypes that are shared by all members of a culture or society. In the context of an organisation, the collective unconscious can manifest itself in the form of shared assumptions, beliefs, and symbols.

For example, if an organisation values individual achievement over teamwork, this can lead to a competitive and hostile work environment. By understanding the collective unconscious, we can work to shift these values and beliefs to create a healthier work environment.

Another way Jung’s theories can be applied to organisational psychotherapy is through the concept of the shadow. The shadow is the unconscious aspect of an individual’s personality that is often repressed or denied. In an organisational context, the shadow can manifest itself in the form of unspoken tensions, conflicts, and power struggles.

Organisational psychotherapy can bring these shadow elements to light. By acknowledging and addressing the tensions and conflicts that exist within the organisation, the organisation can work towards resolving them.

Jung’s theories can also be applied to organisational psychotherapy through the concept of archetypes. Archetypes are universal symbols and patterns that exist within the collective unconscious. In an organisational context, archetypes can manifest themselves in the form of organisational structures, roles, and patterns of behaviour.

By understanding the archetypes at play within an organisation, we can work towards creating a healthier and more functional work environment. For example, if an organisation is dominated by a hero archetype, this can lead to a culture of competition and individualism. By acknowledging and shifting this archetype, we can work towards creating a more collaborative and team-oriented work environment.

In conclusion, Jung’s theories of psychology can be applied to organisational psychotherapy to provide insight into the subconscious forces at play in modern workplaces. By exploring the collective unconscious, the shadow, and archetypes within an organisation, we can gain a deeper understanding of the dynamics at play and work towards creating a healthier and more effective, humane work environment.

 

Software Development: Culture Shift is More Vital Than Any Coding Practices

February 15, 2023
Article, Culture change, Quintessence, Software Delivery, Software development
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Software Development: Culture Shift is More Vital Than Any Coding Practices

With 50+ years experience in the software development industry, I’ve come to understand that the key to progress in this field lies not in technological advancements, but in cultural changes.

Alan Kay’s concept of obliquity highlights the idea that the most effective way to achieve a goal is not always by pursuing it directly, but rather by approaching it from a different angle. In the context of software development, this means that our focus might better be placed on changing the underlying culture that shapes how software is created and delivered.

The current state of the industry is far from optimal, with over 90% of Agile adoptions failing to deliver the promised benefits. The pressure to meet unrealistic deadlines, the lack of whole-systems thinking, and the absence of a learning culture all contribute to the failure of Agile initiatives.

A critical aspect of cultural change is the need to embrace failure. Failure is not something to be feared, but rather an opportunity to learn and grow. It is through failure that we discover what works and what doesn’t, and can adapt our approach accordingly. A culture that embraces failure as a natural part of the learning process is one that is more likely to succeed in the long run.

In addition, we must move away from the traditional focus on individual performance metrics and instead measure success based on the collective achievements of the whole organisation. This means redefining success as the ability to deliver high-quality software that meets the needs of the business and its customers. It also means recognising and rewarding collaborative behaviour, rather than individual contributions.

Finally, we must recognise that cultural change is a continuous process, not a one-time event. It requires ongoing effort and commitment, and must be reinforced through the actions and behaviours of leaders at all levels of the organisation. By fostering a culture of collaboration, learning, and continuous improvement, we can create an environment conducive to the adoption of effective practices.

In conclusion, technological advancements are of little import in software development, unless accompanied by cultural changes. Alan Kay’s concept of obliquity reminds us that sometimes the most direct path is not the most effective. By focusing on building a culture that values collaboration, learning, and continuous improvement, we can deliver better outcomes for our businesses and customers.

Bicycle For The Mind, or Iron Maiden?

February 15, 2023
Article, Automation, Culture change
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Bicycle For The Mind, or Iron Maiden?

What if the future of society depends on challenging AI and machine intelligence? This is a question that has been on the minds of many people, especially those who are concerned about the impact of technology on our lives. It is a question that is becoming increasingly relevant as we move towards a future where AI and machine intelligence are playing an increasingly important role in our lives.

If we fail to challenge AI and machine intelligence, then we run the risk of becoming completely reliant on it. This could lead to a future where machines are in control, and humans are merely drones. However, if we do challenge it, then we can create a future where humans and machines work together.

The first step in challenging AI and machine intelligence is to understand its limitations. While machines can perform many tasks faster and more accurately than humans, they are still woefully limited. They cannot think for themselves. This means that AI is far away from replacing human creativity and innovation.

The second step is to ensure that AI and machine intelligence are designed to benefit humans, not replace them. This means that machines should be designed to enhance human capabilities – Jobs’ “Bicycle for the mind” analogy.

The third step is to ensure that humans are in control of the machines. This means that humans should be the ones making the decisions about how machines are used, not the other way around. It also means that we need to develop ethical frameworks for the use of AI and machine intelligence, to ensure that they are used in a way that is fair and just.

The fourth step is to ensure that AI and machine intelligence are transparent. This means that we need to understand how machines are making decisions, and we need to be able to review those decisions. This will help us to identify any biases or errors in the decision-making process, and ensure that machines are making decisions that are in the best interests of humans.

The fifth step is to ensure that AI and machine intelligence are adaptable. This means that machines need to be able to learn and evolve over time, to ensure that they are always up-to-date with the latest knowledge and technology. This will help us to stay ahead of the curve, and ensure that machines are always working in our best interests.

In conclusion, the future of society depends on how we challenge AI and machine intelligence. If we fail to challenge it, then we run the risk of becoming slaves to our machines. However, if we do challenge it, then we can create a future where humans and machines work together to achieve our goals. By understanding the limitations of machines, designing them to benefit humans, ensuring that humans are in control, making them transparent, and ensuring that they are adaptable, we can create a future where AI and machine intelligence are our allies, not our enemies.

Zappa Wisdom: Don’t Fear Doing the Right Thing Wrong, Embrace the Learning Journey

February 15, 2023
Article, Culture change, Feedback
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Zappa Wisdom: Don’t Fear Doing the Right Thing Wrong, Embrace the Learning Journey

You see, it’s all about effectiveness, productivity, and optimisation. Everyone wants to be faster, better, and stronger. But what about doing the right thing wrong? Is that even a thing?

Well, let me tell you, it is. And it’s far better than doing the wrong thing right. In fact, it’s the only way to truly achieve greatness. You see, doing the right thing wrong means that you’re on the right track. You’re moving in the right direction, but maybe not as efficiently or effectively as you could be.

On the other hand, doing the wrong thing right means that you’re headed down the wrong path, but you’re doing it really well. You’re putting in all this effort and energy, but you’re not getting anywhere except further aways from your goal.

Now, I’m not saying that you should purposefully do the right thing wrong. No, that’s just silly. What I am saying is that you shouldn’t be afraid to make mistakes. You shouldn’t be afraid to try new things, even if you don’t get it right the first time. Because that’s how you learn and grow.

And let me tell you, growth is what it’s all about. As an artist, a musician, a philosopher, and a thinker, I’ve always believed in pushing the boundaries, breaking the rules, and exploring new territories. That’s how you make great art. That’s how you make great music. And that’s how you make great ideas.

So, my advice to you is this: don’t be afraid to do the right thing wrong. Don’t be afraid to take risks, make mistakes, and learn from them. Because that’s how you’ll achieve greatness. And remember, it’s not about being perfect. It’s about being passionate, curious, and willing to try new things.

In the end, it’s all about perspective. What may seem like a mistake or a failure today could be the stepping stone to success tomorrow. So, embrace your imperfections, your mistakes, and your failures. Use them as fuel to propel you forward, to push you to new heights. Because that’s how you’ll truly make a difference in the world.

As Russell L. Ackoff once said, “It is far better to do the right thing wrong than to do the wrong thing right.” And I couldn’t agree more. So, go out there and make mistakes. Embrace them. Learn from them. And most importantly, use them to do the right thing even better.

Unveiling the Magic of Organisational Psychotherapy: How External Support Networks Empower Positive Change

February 15, 2023
Article, Culture change, Fellowship, Organisational Therapy
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Unveiling the Magic of Organisational Psychotherapy: How External Support Networks Empower Positive Change

Organisational psychotherapy is a holistic approach to culture change within an organisation by focusing on shared assumptions and beliefs. .One way to support this process is through an external support network, which can provide additional resources and expertise to accompany the organisation through its psychotherapy journey.

An external support network is a community of organisations that share their experiences, best practices, and challenges with each other. This community can include other companies in the same industry, consultants, and other professionals who can provide guidance and support.

One of the primary roles of an external support network in organisational psychotherapy is to provide a sounding board for the organisation. It can be difficult for employees and leaders within an organisation to identify the root causes of problems or to determine the best course of action to address them. By sharing their experiences and challenges, organisations can gain new insights and perspectives on their issues, and can learn from the successes and failures of others.

An external support network can also provide access to additional resources and expertise that an organisation may not have on its own. This can help the organisation to develop more effective solutions and strategies for action.

Another role of an external support network in organisational psychotherapy is to provide a sense of community and support. Psychotherapy can be a challenging and emotional process for organisations, and having a network of people who understand what the organisation is going through can provide a sense of validation and encouragement. Members of the network can offer advice, encouragement, and moral support to help the organisation stay focused and motivated.

Finally, an external support network can help to promote accountability and transparency within the organisation. By sharing their experiences with others in the network, organisations are held accountable for their actions and are more likely to be transparent about their decision-making processes. This can help to build trust and credibility with employees and other stakeholders, and can create a more positive and productive experience.

In conclusion, an external support network can play a crucial role in supporting an organisation through the psychotherapy process. By providing a sounding board, access to additional resources and expertise, a sense of community and support, and promoting accountability and transparency, these networks can help organisations to address their challenges and create a more positive and productive experience. Whether formal or informal, these networks are an important tool for any organisation that is committed to using organisational psychotherapy to create positive change.

In Favour of Wokeism at Work

February 14, 2023
Article, Community, Culture change, Ethics
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In Favour of Wokeism at Work

Wokeism has become a buzzword in recent years, and it refers to a movement that seeks to raise awareness about social justice issues, including racial, gender, and LGBTQ+ equality. In the workplace, wokeism means creating an inclusive and diverse environment that values all employees’ unique experiences and perspectives. Here are some reasons why embracing wokeism can benefit workplaces:

Firstly, wokeism promotes a workplace culture that is sensitive to different groups’ needs and experiences. This means creating an environment where people feel comfortable expressing their opinions and experiences without fear of discrimination or ridicule. When employees feel heard and valued, they are more likely to be productive, engaged, and committed to their work.

Secondly, embracing wokeism can help companies attract and retain talent from diverse backgrounds. In today’s globalized world, companies that embrace diversity and inclusion have a competitive advantage. Studies have shown that diverse teams are more innovative, creative, and effective at problem-solving. When companies promote a culture of inclusivity, they can attract talent from a wider pool of candidates, leading to a more dynamic and productive workforce.

Thirdly, wokeism can help companies avoid legal risks associated with discrimination and harassment. Discrimination and harassment in the workplace can lead to lawsuits, negative publicity, and damage to a company’s reputation. Embracing wokeism can help companies prevent these issues by promoting a culture of respect and inclusivity, which reduces the risk of legal liabilities.

Is Our Obsession With Labour A Mirage?

February 14, 2023
Article, Culture change
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Is Our Obsession With Labour A Mirage?

Our relationship with work has evolved drastically over the centuries. From being a means of survival to a status symbol, work has taken on several forms and meanings throughout history. However, with the rise of technology and automation, there is growing concern that the very idea of “work” may become irrelevant.

Many argue that the concept of work is just one big confidence trick. We have been conditioned to believe that the only way to lead a fulfilling life is to work hard and earn a living. But what if this is not entirely true? What if work is just a way to keep us busy and distracted from the things that truly matter in life?

On the other hand, there are those who believe that work is an essential part of our lives. It gives us a sense of purpose, helps us build skills and provides financial stability. In fact, our expectations from work have only increased over time.

The rise of the gig economy is a testament to this trend. People are increasingly looking for work that fits around their lifestyle and provides them with the freedom to work on their own terms. This shift in expectations has also led to the emergence of new business models, such as coworking spaces and remote work, which cater to the needs of modern workers.

However, the question remains – will work become irrelevant in the future? With the advent of artificial intelligence and automation, many jobs are at risk of being replaced by machines. In such a scenario, it is important to question the value of work in our lives.
One argument is that work is not just about earning a living, but also about contributing to society and making a difference in the world. If machines take over the mundane tasks, humans can focus on more meaningful work that requires creativity and empathy.

Another argument is that work is not just a means to an end, but an end in itself. The act of working can be fulfilling and satisfying, especially if it aligns with our values and passions. In this sense, work can be seen as a form of self-expression and personal growth.
However, there is also a risk that work can become a form of addiction. The Puritan Gift, which refers to the Protestant work ethic, has taught us to value hard work and diligence above all else. This has led to a culture of overwork, burnout and stress, where people are willing to sacrifice their health and wellbeing for the sake of their careers.

In conclusion, our relationship with work is complex and multifaceted. While work can provide us with financial stability, personal growth and a sense of purpose, it can also become a source of stress and addiction. With the rise of automation and changing expectations from work, it is important to reassess the value of work in our lives and question whether it is truly essential or just a social construct.

A Journey towards a More Collaborative, Innovative, and Accountable Culture

February 13, 2023
Article, Business, Culture change, Organisational Therapy
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A Journey towards a More Collaborative, Innovative, and Accountable Culture

It’s a common tendency among executives to divide their organisations and people into little boxes. This is known as “silo mentality,” and it’s a problem that plagues many businesses today. There are several reasons why this is so common, and the consequences can be far-reaching.

First and foremost, the human brain is wired to categorise and compartmentalise information. This is useful in many contexts, but when it comes to organisations, it can lead to a fragmented and disjointed approach to work.

Another reason for the prevalence of silos is the way that organisations are structured. Companies often have hierarchies and reporting lines that are rigid and well-defined. This can create a sense of competition between different parts of the organisation, as each seeks to demonstrate its own importance and value. This can lead to a “me first” mentality, where each department or function is focused on its own goals, rather than the goals of the organisation as a whole.

Silos can also lead to a lack of innovation and creativity. When departments are isolated from one another, they are less likely to share ideas and information. This can stifle creativity and limit the potential for new and innovative solutions to emerge.

So, what can be done to overcome this problem? One solution is to focus on culture. Companies need to create a culture that values collaboration and cooperation, rather than competition and division. This can be achieved through regular communication, training, and incentives that encourage employees to work together.

Another solution is to focus on value streams, rather than silos. Value streams are the series of activities that create value for customers. By focusing on value streams, companies can ensure that they are working together to create value, rather than competing against one another. This can lead to greater efficiency, as well as a more cohesive and collaborative approach to work.

Finally, organisations can benefit from organisational psychotherapy. This is a process of changing the underlying collective assumptions and beliefs that lead to silos. It involves identifying the root causes of the problem and working to change the way that employees think and behave. This can help to create a culture that values collaboration and cooperation, leading to a more cohesive and effective organisation.

In conclusion, the tendency to divide organisations and people into little boxes is a common problem that has far-reaching consequences. However, by focusing on culture, value streams, and organisational psychotherapy, companies can overcome this problem and create a more cohesive and effective organisation.

Transform Your Business from the Inside Out with Organisational Psychotherapy

February 12, 2023
Article, Culture change, Organisational Therapy
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Transform Your Business from the Inside Out with Organisational Psychotherapy

In Organisational Psychotherapy, we define business culture as the collective assumptions and beliefs shared across all members of an organisation, such as a company or business firm. These assumptions and beliefs are often unconscious and can significantly impact the success of an organisation. Business culture is the intangible fabric that holds the organisation together, shaping decisions, policies, and behaviours.

A strong business culture can lead to a more productive and innovative workforce, while a weak or negative culture can lead to low morale, high turnover, and poor performance. Changing business culture is a complex and challenging process that requires a deep understanding of the existing culture and the drivers of change. This is where organisational psychotherapy comes in.

Organisational psychotherapy is a way of transforming business culture through a collaborative process that involves all members of the organisation. It combines insights from psychology, neuroscience, and organisational development to facilitate sustainable change. The process involves understanding the underlying shared assumptions and beliefs that drive behaviours, examining the impact of these beliefs on the organisation, and developing new beliefs and behaviours that support the desired outcomes.

Organisational psychotherapy provides a safe and supportive environment for people to explore and change their collective beliefs and behaviours. By engaging everyone in the organisation, it helps to build a more cohesive and collaborative culture that fosters innovation and creativity.

In conclusion, one promising approach to changing the culture of a business is through the use of organisational psychotherapy, a process that can help to transform an organisation from the inside out.

The Secrets of Human Behavior: A Techie’s Guide to People

February 11, 2023
Article, Nonviolent Communication
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The Secrets of Human Behavior: A Techie’s Guide to People

Welcome to a guide to understanding human behavior and its drivers. As tech enthusiasts, you likely have a deep understanding of how technology impacts our lives, but probably less insight into the intricacies of human relationships and social dynamics.

First, let’s delve into what drives human behavior. At its core, behavior is driven by our needs, be it for food, safety, connection, or self-expression. Understanding the needs that drive our actions and reactions can provide us with insight into why we behave the way we do.

Now, let’s talk about social dynamics. Relationships are an integral part of our lives, and our interactions with others shape the way we perceive the world and ourselves. It can be helpful to understand the impact that our words and actions have on others, and how our own experiences, assumptions and beliefs impact our relationships. This is where Nonviolent Communication (NVC) comes into play.

NVC is a method of communication that prioritises empathy, respect, and understanding. It emphasises the importance of expressing our own needs while also listening deeply to those of others.

Ignoring Culture: Why Senior Managers Miss the Mark and What It Means for Your Business

February 10, 2023
Article, Business, Culture change
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Ignoring Culture: Why Senior Managers Miss the Mark and What It Means for Your Business

Ignore it, discount it, or embrace it, company culture plays a crucial role in the success of any organisation.

It impacts employee satisfaction, motivation, and performance, and it can also shape the overall reputation of the company. However, in some cases, senior managers may ignore the importance of company culture, leading to negative consequences for the organization.

Reasons for senior managers to ignore company culture include:

  1. Lack of understanding: Some senior managers may not fully comprehend the significance of company culture and how it influences the company’s performance.
  2. Focus on tangible goals: Senior managers may prioritise tangible goals, such as financial targets, as they can be easily quantified and monitored. They may not understand the indirect effect that company culture has on these goals, or they may not view culture as a priority compared to more pressing issues.
  3. Disconnect from employees: Some senior managers may not have regular interaction with employees and may not be aware of how their actions affect the company culture.
  4. Different priorities: Senior managers may have varying priorities and values than the rest of the company, leading to a disconnect in terms of company culture.
  5. Resistance to change: Some senior managers may resist modifications to established practices and processes, even if those changes would enhance the company culture.
  6. Power dynamics: In some cases, senior managers may overlook company culture because they have the power to do so, and there may be a lack of accountability for their actions.

Conclusions

Companies perform better when senior managers understand the value of a strong company culture and make culture a priority in their decision-making processes. Ignoring the culture can result in negative consequences for employee morale, productivity, and overall performance. A strong company culture not only benefits employees, but it also positively impacts the success of the organisation as a whole. Senior managers may wish to strive to create and maintain a healthy company culture that supports and nurtures employees.

 

Business Culture: A Driving Force for Economic Growth and Social Progress?

February 10, 2023
Article, Culture change, Macro economics
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Business Culture: A Driving Force for Economic Growth and Social Progress?

  1. Investment and Growth
    Business cultures can have a significant impact on national investment and growth, as they can determine the level of confidence and trust in the business environment. For instance, cultures that promote transparency, accountability, and innovation are likely to attract more investment and foster economic growth.
  2. Labour Markets
    The way businesses treat their employees can also have a significant impact on the labour market. Cultures that promote job security, fair wages, and decent working conditions are more likely to attract and retain skilled workers, which can lead to increased productivity and economic growth.
  3. International Trade
    Different business cultures can impact international trade by affecting the level of trust and confidence between trading partners. Cultures that promote transparency, integrity, and mutual respect are more likely to foster long-term trade relationships and support the growth of global trade.
  4. Consumer Spending
    Business cultures can also influence consumer spending through the products and services they offer. Cultures that promote sustainability, quality, and affordability are more likely to attract customers and generate economic activity.
  5. Economic Inequality: Business cultures can also have an impact on economic inequality. For instance, cultures that promote wage equality and fair treatment of workers are more likely to reduce economic inequality and promote social justice.

    In conclusion, the macro-economic impacts of business cultures are far-reaching and can influence various aspects of the economy. Business culture plays a crucial role in shaping the economic landscape and fostering social progress. By promoting transparency, accountability, innovation, and fair treatment of employees, business cultures can help drive investment, increase productivity, and support long-term economic growth. In today’s increasingly interconnected and globalised world, it is more important than ever for businesses to adopt socially-conscious and responsible cultures that prioritise social and economic progress. By doing so, they can not only contribute to a more sustainable and equitable economy but also enhance their reputation and attract more customers and investors.
    #work #culture #change #people #macroeconomics

Are You a Victim of Coercion and Control in the Workplace? Nine Alarming Forms of Exploitation You Need to Know About

February 10, 2023
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Are You a Victim of Coercion and Control in the Workplace? Nine Alarming Forms of Exploitation You Need to Know About

  1. Forced labor and human trafficking
    Forced labor is a form of slavery that occurs when people are forced to work against their will, often through the use of violence, threats, or other forms of coercion. Human trafficking involves the recruitment, transportation, transfer, harboring or receipt of persons by means of threat, use of force or other forms of coercion, for the purpose of exploitation. Both forced labor and human trafficking are serious violations of human rights and are illegal in many countries.
  2. Debt bondage
    Debt bondage is a form of slavery that occurs when people are forced to work to pay off debts that they may never be able to repay. Workers may be lured into debt bondage through false promises or by being forced into debt through various means, such as borrowing money from their employer or through the use of high-interest loans. This traps workers in a cycle of exploitation and prevents them from leaving their place of work.
  3. Threats and intimidation
    hreats and intimidation can take many forms, such as physical violence, threats of job loss, or legal consequences. Employers may use these tactics to control and manipulate workers, often in an effort to prevent them from speaking out against unfair treatment or demanding their rights.
  4. Blacklisting and retaliation
    Blacklisting refers to the practice of denying workers employment opportunities due to their political views, union activity, or other reasons. Retaliation refers to any form of punishment that an employer may inflict on a worker who has spoken out against unfair treatment, such as cutting their pay, spreading false information about them, or denying them promotions.
  5. Psychological manipulation
    Psychological manipulation can involve tactics such as brainwashing, gaslighting, or psychological abuse, and is used to control and influence workers. This can include creating a hostile work environment, making false promises, or manipulating workers into believing that they are powerless or dependent on their employer.
  6. Economic coercion
    Economic coercion refers to the use of financial pressure to control workers, such as threatening to cut their pay or benefits, withholding wages, or imposing high-interest loans. This can make it difficult for workers to leave their place of work or demand their rights, as they may feel that they have no other source of income.
  7. Surveillance and monitoring
    Surveillance and monitoring can involve the use of technology to track workers and monitor their activities, often in an effort to control and intimidate them. This can include the use of cameras, tracking devices, or software to monitor workers’ internet use or communication with others.
  8. Restrictions on mobility and communication
    Restrictions on mobility and communication can make it difficult for workers to leave their place of work or communicate with others, effectively trapping them in a situation of coercion and control. This can include physical confinement, restrictions on movement, or limitations on access to communication tools such as phones or computers.
  9. Wage theft
    Wage theft refers to the failure of employers to pay workers the wages that they are legally entitled to, such as not paying for overtime, not providing required breaks, or failing to pay the minimum wage. This is a serious violation of labor laws and human rights, and can have devastating consequences for workers and their families.

 

 

Unleashing the Power of Culture: Navigating the Four Distinct Cultures of Business

February 9, 2023
Article, Capability development, Culture change, Marshall Model, Rightshifting
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Unleashing the Power of Culture: Navigating the Four Distinct Cultures of Business

The Marshall Model of Organisational Evolution provides a framework for understanding the four distinctly different cultures of business and how they impact the overall effectiveness of an organisation.

According to the model, there are four basic mindsets or cultures that exist in organisations: Ad-hoc, Analytic, Synergistic, and Chaordic. Each of these cultures is defined by specific characteristics and beliefs – beliefs that shape the way work is done and the results that are achieved.

Ad-hoc organisations are defined by a lack of attention to the process of work. There is little recognition of the importance of defining how work should be done and little effort is made to improve work processes over time. The focus is almost entirely on getting the work done, regardless of the process.

Analytic organisations, on the other hand, have a command-and-control style of management and a focus on costs and efficiencies. Middle-managers that characterise this culture are seen as the owners of the way the work works, responsible for allocating work and reporting on progress.

Synergistic organisations embody the principles of the Lean movement and have a focus on shared purpose, learning, flow of value, and effectiveness. This culture typically has a Theory-Y orientation and values people over processes.

The final culture, Chaordic, represents a shift from a focus on shared purpose to a focus on embracing and exploiting supreme performance only possible on the border between order and chaos. This culture is characterised by an emphasis on “positive opportunism” – being ready to identify and exploit every new opportunity the moment it emerges.

In conclusion, the Marshall Model provides a valuable tool for understanding the different cultures of businesses and how they impact the overall effectiveness of an organisation. Organisations can continually improve their effectiveness by recognising where they are in the model and choosing appropriate strategies to move forward (Rightshift). By embracing a culture that values people and shared purpose, and focuses on awareness, learning and innovation, organisations can perform way beyond expectations and industry norms.

Exceptional Products Give Great UX

February 8, 2023
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Exceptional Products Give Great UX

UX (User Experience) is a critical aspect of software and product development that often gets overlooked. Despite its importance, UX often plays second fiddle to features, functionality, and technical considerations. In many cases, UX is considered an afterthought or an add-on, rather than a core part of the development process. This neglect of UX has led to subpar user experiences and frustrated customers, which ultimately impact the success of a product. UX of major software products are often lamentable.

One of the main reasons UX is often neglected is that it is difficult to quantify. While features and functionality can be easily measured and tracked, UX is more subjective and harder to define. This can make it challenging for stakeholders to understand the value of investing in UX and the impact it can have on the overall success of a product.

Tom Gilb, a renowned software development expert, highlights the importance of quantifying UX and how it can be done. He suggests that UX can be quantified by measuring aspects like customer satisfaction, usage patterns, and engagement. By tracking these metrics, product developers can better understand the impact of their UX decisions and make improvements to create a better user experience.

Another reason UX is often neglected is that it is not always viewed as a top priority by product development teams. Teams often focus on delivering features and functionality as quickly as possible, without considering the user experience. This can result in a product that is functional but difficult to use, leading to customer frustration and low adoption rates.

To address the neglect of UX in software and product development, product development teams might choose to prioritise UX from the outset, integrating UX into every aspect of the development process, from planning and design through to implementation and delivery. Great teams closely focus on the needs and wants of their users, and develop a product that meets those needs.

In addition, product development teams benefit from investing in UX research, experimentation and feedback. This can help teams understand the impact of their UX decisions and make improvements to the user experience. Great teams also prioritise user-centered design, putting the needs of the user at the forefront of every decision.

In conclusion, UX is the neglected child of software and product development, often overlooked in favor of features and functionality. To address this neglect, product development teams may choose to prioritise UX and integrate it into every aspect of the development process.

Transforming Our View of People: From Lazy and Untrustworthy to Inspired and Empowered!

February 7, 2023
Article, Culture change, Improvement, Marshall Model, Memeology, Organisational effectiveness, Quintessence
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Transforming Our View of People: From Lazy and Untrustworthy to Inspired and Empowered!

I often use the example of Theory X vs Theory Y to illustrate how we can shift a relative ineffective business meme (treating people as lazy and untrustworthy) to a relatively more effective meme (giving people a good job to do and trusting them to get on with it). The concept of Theory X and Theory Y was first introduced by Douglas McGregor in his book “The Human Side of Enterprise” published in 1960.

Theory X is a negative view of workers and assumes that they are inherently lazy and untrustworthy, and therefore, must be tightly controlled and motivated through fear, punishment, and extrinsic rewards. On the other hand, Theory Y views workers as responsible and trustworthy, and assumes that they will naturally be motivated and productive if given the opportunity to take ownership of their work and make decisions.

The shift from Theory X to Theory Y is not just a matter of changing one’s perspective, but it also requires a fundamental change in the way businesses are run. In a Theory X environment, the management assumes a top-down approach, where the manager makes all decisions and workers are expected to follow them. In a Theory Y environment, the management assumes a participative approach, where workers are involved in decision-making, given autonomy, and provided with challenging work that they find meaningful.

Transitioning to Theory Y can lead to a number of positive outcomes for businesses. Firstly, it can lead to higher levels of employee engagement and motivation, which in turn can result in improved performance and productivity. Secondly, it can foster a more positive and collaborative work environment, which can lead to increased innovation, creativity, and problem-solving. Finally, it can also lead to higher levels of employee retention and lower levels of turnover, as workers are more likely to stay with an organisation within which they feel valued and respected.

However, making the shift from Theory X to Theory Y is rarely easy, as it requires a significant change in the way businesses are run. It requires a change in the leadership style, culture, and processes, as well as a change in the mindset of the workers. It also requires a change in the way rewards and incentives are structured, as the traditional carrot-and-stick approach will not be effective in a Theory Y environment.

In conclusion, the shift from Theory X to Theory Y is a positive change that can lead to improved performance, productivity, and engagement in the workplace. It requires a fundamental change in the way businesses are run and the way workers are treated, but the benefits make it well worth the effort.

Theory-X vs Y is just one of over seventy business memes explored in my books: https://leanpub.com/b/organisationalpsychotherapybundle1#bundle-page-heartsoverdiamonds