Website design By BotEap.comIs your organization unable to change in the face of the forces and threats of the business environment? Are you struggling with overly complex systems that frustrate and undermine your attempts to create positive change? Is your organization focused on activity, rather than results? Is vital business information filtered, modified or stopped as it moves up and down through the organizational structure? Do you make key decisions that are not implemented or reversed after the fact? Is there a gap between the formal (written) rules about how things are done and the informal (unwritten) rules about how things are actually done? Does your organization’s culture act like an Invisible Bureaucracy™ that prevents you from getting the results you want? These are some of the signs that your organization has reached an impasse.
Website design By BotEap.comOne of the problems with identifying and exiting an organizational deadlock is that managers and staff members are actively involved in the ways of working and interaction patterns that create and sustain the deadlock, and they fail to recognize it because Currently: Current operations are on autopilot and are organizational blind spots; for example, things that others know about how an organization operates that managers and staff do not. An organization is often the last to know what customers, suppliers, and competitors have known all along: an organization says it’s customer-focused, but then defends itself against customer feedback; You say you are committed to providing quality services, but then you don’t follow through on those commitments. It’s also hard to know when you’ve hit a dead end, because organizations have sophisticated algorithms to manage the information they receive from the business environment when it’s not “mapped” on how they “see” themselves and their own corporate image. These algorithms function as organizational defense routines that are designed to select inputs that match an organization’s perception of itself and ignore or discard the rest.
Website design By BotEap.comRecognizing that an organization is at an impasse almost always requires a burning platform, and there are two types of burning platforms: reactive and proactive. The reactive type is when managers wait until a situation becomes critical before seeking help or trying to alter ineffective organizational performance and destructive interaction patterns. Alternatively, managers who adopt the proactive kind of recording platform realize that while the situation may not be critical right now, it probably will be if they allow these performance issues to continue to frustrate and undermine their organization’s ability to deliver. get the desired results. When faced with signs of impasse, managers and their staff often ask the question, “How much does it hurt?” If the answer is, “Not too bad,” then things usually continue as they are, until the next crisis rears its ugly head.
Website design By BotEap.comOne of the strongest and most robust indicators of whether an organization has reached an impasse is the extent to which it has an intended culture, rather than an unwanted culture. An Intended Culture™ is consciously configured to achieve the desired results of an organization; for example, your goals and objectives. An Unintended Culture™ tends to be plagued by inefficient autopilot operations and invisible bureaucracy that derail, frustrate, and undermine the achievement of goals and objectives, and is a strong indicator that an organization has reached an impasse. An organization’s ability to change and adapt with conscious intent is the true test of the degree to which its culture is consciously chosen (intended) to achieve specific ends.
Website design By BotEap.comCreating an envisioned culture helps an organization overcome dead ends and transforms its culture into a powerful resource that effectively runs day-to-day operations on autopilot; for example, effectively and smoothly without thinking about them. When done effectively, autopilot operations can be your best friend because they increase your ability to compete and achieve your goals. But in most cases, autopilot operations that typify unwanted culture and organizational gridlock are counterproductive because they perpetuate problems with job performance, communication, interpersonal conflict, and decision-making, and then derail success. attempts to create positive change. Creating a desired culture requires managers to use a four-step process to:
a) take inefficient ways of working and interaction patterns off autopilot and raise them back into personal and organizational consciousness,
b) reconfigure ineffective processes and behaviors to obtain different results,
c) migrate new, more efficient ways of working and interaction patterns back to autopilot operations through iteration, and
d) define a path to follow to achieve the goals and objectives of an organization that incorporates these changes over time so that they are sustainable.
Website design By BotEap.comConclusion: Understanding the invisible forces that lead organizations to dead ends and then realigning them through this four-step process begins to transform “culture” into a trusted resource that can be intentionally used to achieve an organization’s goals and objectives. organization.
