INCLUSIONARY THINKERS THRIVE ON FUNCTIONALITY

Dysfunction is contagious. It spreads from person to person and from project to project. Unchecked, it is possible for an entire culture to become diseased and still not know it is "sick."

The introduction of inclusionary thinking can halt the spread of dysfunction by exposing the possibility that none of us knows the "truth" and are not likely to discover it on our own.

Functionality thrives among inclusionary thinkers who pose the right questions to obtain the right answers that lead to right choices and better outcomes.

Here are some prime examples:

Assumptions: What conclusions have people come to and what information source did they use?

Opinions:  Who has taken a stand; who is still open and what do each of them think should happen next?

Perceptions: What information has been accurately communicated and what still needs to be clarified or corrected? 

Expectations: What's the difference between the final or planned outcome and the original intention?

Viewpoints: What views are represented and what views are blocked; by what or by whom?

As inclusionary thinking takes root, those within your circle of influence will realize the importance of suspending action until a mutually satisfying resolution has been achieved. 

Note: Restoring functionality ensures a better future.

COMING TOGETHER PREVENTS FALLING APART

Strained relationships are a normal, natural occurrence in today's tension-filled workplace. An effective way to keep the underlying issues from driving people apart is to sponsor clarification forums on a regular basis.

A clarification forum is a structured process where those within your sphere of influence demonstrate their support for conflict resolution and joint problem solving. A great deal can be accomplished in a short time frame by following this suggested format:

Phase 1 - Climate Setting: The facilitator declares that the intention of this forum is to surface conflicts and to share negative feelings so that issues can be fully explored and eventually resolved.

Phase 2 - Information Collecting: Participants form sub-groups to list those variances, deviations from expectations and blockages that are creating friction and/or frustration.

Phase 3 - Information Sharing: The facilitator recites the list from each sub-group. A spokesperson may be assigned to help clarify or categorize the sub-group statements.

Phase 4 - Priority Setting: The facilitator rank orders those items that need further exploration. Sub-groups come back to the next forum with suggestions for future action.

Phase 5 - Action Planning: The facilitator makes a list of what action has been agreed upon including timetables, positional responsibility and resource allocations.

Phase 6 - Follow-up: The facilitator meets with each sub-group spokesperson to develop an action plan based upon the commitments made in Phase 5. The results are reported in Phase 7.

Phase 7 - Progress Review: Participants reconvene regularly to report progress, settle disputes, develop plans and share emerging issues.

Positive outcomes include more open communications, disclosure of interpersonal conflicts, improved working relationships and a renewed spirit of commitment to performance and productivity.

Note: Tensions left unattended will result in inappropriate behaviors.

V.O.R.

YOU WON'T GROW, IF YOU DON'T KNOW

Most people have little interest in learning new ways of doing things without some external motivation. Perhaps you're the exception and are eager to know what it takes to be a self-directed learner.

Stage 1: You don't know what you don't know.
Even though you're missing the mark, you're unaware of that possibility. The potential for mistakes is high because there's no motive to learn.

Stage 2: You know what you don't know.
Suddenly, you become aware that your lack of knowledge is having a negative effect on outcomes. You're mindful of your shortcomings and your motivation to learn is high.

Stage 3: You know what you know.
Pleased with your newly acquired capabilities you seek opportunities to practice your skills. Your motivation to learn has been satisfied and your confidence has returned. 

Stage 4: You don't know what you know.
Satisfied with the status quo, you have no motivation to learn. Unaware of any discrepancies, you're only a short step away from losing your competitive edge.

So, where do you start?

The best place to plug in is at Stage 2 where you discover what's not working and become proactive in improving your situation. This stage is the only time you purposely pause to consider the highest and best use of your abilities and to think about what's blocking your path to success.

Note: Self-examination is a great way to discover what it is you don't know.

V. O. R.

THE NEED TO BELONG CAN STEER YOU WRONG

Workplace cliques are made up of like-minded people who think, feel and act in a similar manner. Thus, joining a clique is tempting for anyone with a need to belong.

Cliques can be a source of positive, collective influence. If you belong to a clique that understands and supports the corporate vision, you stand a greater chance of being rewarded with rapid promotions and increased job responsibilities.

Problems occur, however, when cliques encourage practices that the higher ups don't condone. Cliques that intentionally ignore or purposely thwart management policies and directives are detrimental to the individual members and disruptive to the organization.

One of the first challenges new employees face is an effort by counter-culture cliques to recruit those who seem uncertain or confused. Think carefully before you associate with these folks. Just because they seem agreeable and friendly doesn't mean they are right for you.

Your choice of cliques can have serious consequences. If you join one that management perceives negatively you risk being labeled a disgruntled worker at best and a trouble maker at worst.

You are more likely to receive accurate information from an authorized source than from a clique. So, don't hesitate to admit when you need clarity or a better understanding of your job duties. By seeking guidance and direction from your supervisor you will avoid being drawn into a clique.

Professing your need for timely feedback from a sanctioned official sends a clear message that you are an independent thinker with a mind of your own. It also allows you to get the latest and most reliable information first hand. Lastly, it signals the cliques you wish to avoid that you are not a likely candidate for membership.

Note: Joining the wrong clique can hamper your chances of success.

V.O.R.

BE OPEN TO A TEACHABLE MOMENT

Working for an incompetent boss is not without hope. What can I do, you might ask? Well, for a start you can arm yourself with a better understanding of what causes someone in a senior role to be ineffective. That way you'll know what skills your boss is missing and which ones you'll need to bring to the relationship in order to make it work.

Additionally, you'll want to learn how to counteract his harmful influence in productive rather than destructive ways.

Remember, you're dealing with someone who at various times for his own reasons has a set of expectations that are different from yours. Perhaps he does know what you expect, but doesn't know how to provide it in a way that is helpful to you.

Or, if he does know how to provide what you need, he doesn't know why he should because he sees no particular benefit in changing what's working for him.

Think in current terms each time you interact with a difficult leader. To prevent past behaviors from clouding your future, keep this thought in mind: "That was then, this is now."

It's possible he may be just as tired of this antagonistic relationship as you are and could be open to making some changes. Thus he'd be receptive to your concerns and open to meeting your needs.

If his attitude is the same, you've lost nothing. But, if he's ready for a change and you assume otherwise, you've missed out on a teachable moment. You don't want to pass up such a precious opportunity to help him learn a valuable lesson that could improve your relationship.

Note: The tide will turn, but only when the timing is right.

INTEGRITY BEGINS AT HOME

Our attitudes, beliefs and understanding of authority are largely shaped by our family long before any of us transition from learning to earning. How the elders solve problems and make decisions are natural elements of our "training."

Some families raise trustworthy children who fit in easily. Taught obedience, compliance and loyalty they become the backbone of the workforce.

Other families foster entrepreneurs and send them out to build a better society. Called to positions of leadership, they become the movers and shapers of the community.

Lastly, there are families who fail to teach their off-spring very much at all. Any lessons they do pass along are based upon faulty reasoning and erroneous assumptions. 

The integrity of an organization, its principles, ethics, values and morality is formed by the actions of leaders  who grow up in one of these settings.

Leaders who hire their friends and relatives, overlook minorities, promote incompetents and take kickbacks from vendors are acting without integrity. Yet it would be difficult for them to see any need to change their behavior. 

At the higher levels, leadership is about the appropriate use of power. For instance, an effective executive may use her power to move things along, to overcome obstacles and to support her subordinates in getting the job done right. In contrast, a leader who lacks integrity may delay a project until he can figure out how to take the credit should it succeed or how to shift the responsibility should it fail.

When contracted agreements are put on hold or canceled and no explanation is offered, it could be a sign that you're dealing with someone who lacks integrity. When the boss overrides your recommendations or makes an off-the-wall decision without conferring with you, it's another indication that you may be working for one of those who just don't get it.

Note: The integrity of the ship's hull is what keeps it from sinking.

V.O.R.

WORKING WITH A DYSFUNCTIONAL BOSS

Make a mental note of the bosses you most admire and how you worked with them. Now, think about how you respond to those who display one or more of these dysfunctional behaviors:

• The upwardly focused who don't care about you.
• The glib and nimble who have more charm than substance.
• The in-over-their-heads who won't ask for help.
• The technocrats who can impress, but can't deliver.
• The deadwood who thrive on mediocrity. 
• The change-obsessed who smoother you with nutty ideas.
• The bureaucrats who hold strictly to the rules.
• The chicken hearts who won't make a decision.

As difficult as it might be you need to learn how to work with a boss who demonstrates behaviors like those above. Your employer expects it of you and so do those who look to you for leadership.

There are multiple stressors in any job, so why put up with an idiot boss as well? If you decide that the situation is hopeless, then you need to get out. On the other hand, if you chose to stay put, you have three options for working with a dysfunctional boss:

1. Grin and bear it, look the other way and tolerate the situation as best you can. After all, neither you nor your boss will be there forever which means that your circumstance could change over time.
2. Make an effort to change the boss's behavior by confronting him or her directly. If that fails, try approaching someone higher up the chain of command who could speak to your boss on your behalf.
3. Change the way you respond and react. That not only makes the most sense and offers the least risk, but it also affords you the luxury of quietly experimenting with a variety of methods at your own pace.

Note: Dysfunction is commonplace, so relax you're not the one who's crazy. 

V.O.R.