Circling Back To The Power and Blessing of Conflict

Good TimberRecently I was asked an interesting question that needs further elaboration, than the 30-seconds I could devote to the answer.  The question, “As a disabled person, in a professional setting (workplace), do I expect others to accommodate me?”  At the time, I used pieces of Douglas Malloch’s poem “Good Timber” as an analogy to help answer this question, stating that a tree in a forest does not demand another tree stop growing in their direction for sunshine, air and water.  Thus becoming a forest giant through individual growth, adaptation, individual choice, time, goal setting, and working with other trees.

Here is Douglas Malloch’s poem “Good Timber” declaring the natural law, “Conflict is Good!

Good Timber
by Douglas Malloch

The tree that never had to fight
For sun and sky and air and light,
But stood out in the open plain
And always got its share of rain,
Never became a forest king
But lived and died a scrubby thing
.

The man who never had to toil
To gain and farm his patch of soil,
Who never had to win his share
Of sun and sky and light and air,
Never became a manly man
But lived and died as he began
.

Good timber does not grow with ease:
The stronger wind, the stronger trees;
The further sky, the greater length;
The more the storm, the more the strength.
By sun and cold, by rain and snow,
In trees and men good timbers grow
.

Where thickest lies the forest growth,
We find the patriarchs of both.
And they hold counsel with the stars
Whose broken branches show the scars
Of many winds and much of strife.
This is the common law of life
.

Discussion

?u=http3.bp.blogspot.com-CIl2VSm-mmgTZ0wMvH5UGIAAAAAAAAB20QA9_IiyVhYss1600showme_board3.jpg&f=1&nofb=1True story, I learned to swim by being thrown into the deep end of a lake and told to get back to shore on my own; my mother was never one for “easy lessons.”  The conflict made me understand and learn how to coordinate movement, and I learned to swim.  Not well, and to this day, I swim like I am beating the water into submission, not in a manner that is conducive to smooth and flowing coordinated movement.  The conflict of motion and resistance, movement and flow has taught me a lot about science, engineering, hydraulics, and much more; but I do not thank my mother for this “swimming” lesson!

Good timber does not grow with ease:
The stronger wind, the stronger trees;
The further sky, the greater length;
The more the storm, the more the strength.
By sun and cold, by rain and snow,
In trees and men good timbers grow
.

Conflict clipart resolved, Conflict resolved Transparent ...As a process of learning and developing, conflict has been the driving factor in all of our lives.  Conflict is a tool, and like all tools, when used appropriately, it can build, enhance, strengthen, and create.  Whereas, if the tool is improperly used, destruction, damage, and chaos are spawned.  Regardless, life lessons can be learned in both uses of conflict when two additional tools are added, self-reflection over time.  It took a long time to realize the value of science in the lessons of swimming taught in almost drowning.  Remember, the forest giant in Douglas Malloch’s poem did not become a forest king without scars.

Where thickest lies the forest growth,
We find the patriarchs of both.
And they hold counsel with the stars
Whose broken branches show the scars
Of many winds and much of strife.

Conflictpreventie en -management voor zorgverleners ...Conflict happens; what a person chooses to do with that conflict and how that person considers conflicting occurrences is how the labels “good,” “bad,” “valuable,” “beneficial,” etc., are applied.  McShane and Von Gilnow (2004, p. 390) postulated, “conflict as beneficial [when] intergroup conflict improves team dynamics, increase cohesiveness, and task orientation. … [C]onditions of moderate conflict, motivates team members to work more efficiently toward goals increasing productivity.”  The sentiment regarding conflict as a tool and beneficial is echoed throughout the research of Jehn (1995).  Jehn (1995) reflected that the groups researched labeled the conflict as beneficial, good, bad, etc. based on the group’s dynamics and the conflicts faced and settled, the groups formed an integrated model for organizational conflict.  Essentially, how the conflict is approached and used by the team members individually and collectively dictates how beneficial the conflict is for the team and the organization.

The stronger wind, the stronger trees;
The further sky, the greater length;
The more the storm, the more the strength.
By sun and cold, by rain and snow,
In trees and men good timbers grow
.

Rao (2017) built upon previous researchers’ shoulders, perceiving conflict being a tool, and provided vital strategies for leaders to employ if they choose to minimize conflict; however, if conflict is minimized, a caution is required.  Minimizing conflict just to minimize conflict is not the road to success, but the road to ruination.  Douglas Malloch was quite clear on this point and it must be understood.

The tree that never had to fight
For sun and sky and air and light,
But stood out in the open plain
And always got its share of rain,
Never became a forest king
But lived and died a scrubby thing
.

The man who never had to toil
To gain and farm his patch of soil,
Who never had to win his share
Of sun and sky and light and air,
Never became a manly man
But lived and died as he began
.

Good timber does not grow with ease:
The stronger wind, the stronger trees;
The further sky, the greater length;
The more the storm, the more the strength.
By sun and cold, by rain and snow,
In trees and men good timbers grow
.

PPT - Developing Your Conflict Competence PowerPoint ...Thus, it cannot be stated enough, nor without sufficient emphasis, the leader who chooses to minimize conflict is leading their team to destruction, ruination, and despair.  But, isn’t the path of less conflict more restful and peaceful?  What about all those people who claim conflict is bad, fighting and war are terrible things and should be avoided at all costs.  Let us examine Douglas Malloch further:

Whose broken branches show the scars
Of many winds and much of strife.

Good TimberAs a child, I had the privilege of examining up close and personal a forrest giant.  The closest branch to the ground was 35’ in the air, the trunk had a girth of more than 25’, and the tree stood on the edge of an embankment.  Gloriously large specimen of a maple tree.  The tree hosted several families of squirrels, birds, and who knows how many other woodland creatures.  When the tree was permanently damaged by a hurricane in 1989, a company paid my grandmother a princely sum to harvest this tree for the hardwood.  My brother and I counted the rings to know the age of the tree and got to over 200 years.  A true forrest giant indeed.  As the tree was harvested for lumber, it was discovered the tree had been shot and wounded, several branches had been damaged by fire, multiple branches had been broken off and healed over, barbed wire was embedded in the tree and some wood was poisioned by the iron, and the harvester told us a lot about what the tree had experienced during its lifetime.Managed Quotes | Managed Sayings | Managed Picture Quotes

Rao (2017) intimated that “conflict builds character, whereas crisis defines character” [p. 93].  Recognizing that conflict labels are an individual choice, and character building is a choice left to the individual to onboard or shun, one is left with several questions, when conflict occurs, and crisis happen, what do you choose, fold or grow?

Kipling writes a “Just So Story” titled “The Tree and the Grass.”  The tree boasts about its strength, its height, its ability, and strength, and one day the tree falls prey to the wind and falls.  However, what is not clearly delineated, is that the tree is not in a forrest, but on a plain.  The moral according to Kipling was that, one should “never condemn others looking at your greatness as nothing exists for ever.”   While the moral is correct, and the lesson important, the fact that the conflict and crisis the tree faced, the wind, was on this occaision crippling and life shattering, is the cogent point for focus.  Douglas Malloch points out another very important point:

The tree that never had to fight
For sun and sky and air and light,
But stood out in the open plain
And always got its share of rain,
Never became a forest king
But lived and died a scrubby thing
.

The tree on the plain is never prepared for crisis and conflict, and falls prey to both due to a lack of preparation.  The tree that is born into conflict and crisis is prepared from day one to understand the role of conflict and crisis, and then face both as friends and tools.  Thus the problems with leaders who choose to avoid conflict and why these leaders will flail, fail, and lead their teams and businesses into failure and ruination.

Avoid Workplace Conflict Through Better Collaboration ...Thompson (2008) calls those who actively work to avoid conflict as those taking “trips to Abilene;” included in those making trips to Abilene are those who take conflict personally and choose to become offended, as well as those who choose not to see conflict, as a method of ignoring conflict.  Thomas (1992) captured how individual choices about the valuation of conflict open or close the door to the productive use of conflict.  Ignoring conflict, avoiding conflict, and other strategies to avoid conflict form the most dangerous people to be around, for when conflict grows beyond a point where it can no longer be ignored or avoided, that is the conflict that can destroy people, places, and things.

Thomas (1992) is echoe in Jehn (1995), Lencioni (2002), and Thompson (2008) declaring the distinction between conflict as a process and the structure in which the conflict process occurred is critical to how beneficial the conflict will be for the team, business, or society.  Conflict is the mental thinking, adherence to operating procedures, and individuals working become the instigating factor, which is a threat to what is known or done at the current time.  Hence, Thomas (1992) provided a keen insight into conflict as a tool, purposeful initiation of a process (conflict) to improve a structure (organizational environment).Cheryl Richardson Quote: "If you avoid conflict to keep ...

When people recognize the power of conflict and purposefully employ conflict, everyone receives the potential to improve through conflict (Lencioni, 2002).  Thus, conflict continues to be a tool, nothing more and nothing less.  The disparities between organizational conflict labels are critical to understanding the chasm between teams evaluating conflict as the process and business structure. The gap in understanding conflict’s results can create inhibitions to future organizational conflict and create unneeded additional conflict processes while undermining the organizational structure.Conflict Quotes - Famous Disagreement Quotations & Sayings

How will you choose to use conflict?  Will you grow or fold?  Will you break yourself to become better knowing that the deadwood you cast off is healthier long term than holding onto the past and pretending you are still able to hold onto everything?  Will you keep an open wound instead of allowing time and healing to form a scar and a callous to protect you from additional injury?  Is the injury worth growing or is the injury too much and it is time to fall and die?  Conflict and crisis will define or defeat based solely upon the choices you make.  How will you decide?

References

Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. Academy of Management Journal, 39(1), 123-148. doi:http://dx.doi.org.contentproxy.phoenix.edu/10.2307/256633

Baron, R. A. (1991). Positive Effects of Conflict: A Cognitive Perspective. Employee Responsibilities & Rights Journal, 4(1), 25-36.

Brazzel, M. (2003). Chapter XIII: Diversity conflict and diversity conflict management. In D. L. Plummer (Ed.), Handbook of diversity management: Beyond awareness to competency based learning (pp. 363-406). Lanham, MD: University Press of America, Inc.

Du, F., Erkens, D. H., & Xu, K. (2018). How trust in subordinates affects service quality: Evidence from a large property management firm. Business.Illinois.edu. Retrieved from https://business.illinois.edu/accountancy/wp-content/uploads/sites/12/2018/03/Managerial-Symposium-2018-Session-IV-Du-Erkens-and-Xu.pdf

Jehn, K. A. (1995). A multi-method exanimation of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40, 256-282.

Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. Hoboken, NJ. John Wiley & Sons.

Lumineau, F., Eckerd, S., & Handley, S. (2015). Inter-organizational conflicts. Journal of Strategic Contracting and Negotiation, 1(1), 42-64. doi:10.1177/2055563614568493

McShane, S. L., & Von Gilnow, M. A. (2004). Organizational Behavior, Third Edition. Boston: McGraw-Hill Companies.

Moeller, C., & Kwantes, C. T. (2015). Too Much of a Good Thing? Emotional Intelligence and Interpersonal Conflict Behaviors. Journal of Social Psychology, 155(4), 314-324. doi:10.1080/00224545.2015.1007029

Rao, M. (2017). Tools and techniques to resolve organizational conflicts amicably. Industrial and Commercial Training, 49(2), 93-97. doi:10.1108/ict-05-2016-0030

Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.

Thompson, L. L. (2008). Chapter 8: Conflict in teams – Leveraging differences to create opportunity. In Making the team: A guide for managers (3rd ed., pp. 201-220). Upper Saddle River, NJ: Prentice-Hall.

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.

Operational Trust Embodied – Consent of the Governed

The Coliseum | AncientWorldWondersEmperor Titus Flavius Vespasian began work on the Coliseum of Rome in 69 AD.  Upon completion of the Coliseum, his son Emperor Titus held 100-days and nights of festival in the Coliseum.  Ostensibly to calm the masses after the civil unrest following the death of Emperor Nero, the Coliseum acted precisely as it was planned, distract the masses, while the emperor consolidated his power, undermined the Roman Senate, and set the stage for the end of the Roman Empire.  Roman laws were built, originally, upon the consent of the governed until the emperors broke the law.  The people rebelled, and before the squabbling senators could take control, the Roman government was subjugated to empirical rule.  All historical facts, reflecting the power of the consent of the governed and a lesson upon which we can plot the future if we are brave enough to take action.

Consider for a moment what would have happened if a quorum of the Roman Senate had refused the emperor funds until the emperors relinquished powers they had stolen?  What would have happened to the Coliseum if the people had rejected the “bread and circuses” offered by the emperor and demanded a return to the rule of law?  The erection of the Coliseum is a dynamic point in history where we can see how the unjust powers of a government seal the fate of an entire nation, and the principle of operationalized trust can make a difference.Stunning Facts About the Roman Coliseum That'll Leave You Spellbound - Historyplex

What is Trust?

How to Rebuild Trust as a Leader - Optimize InternationalImperative to the following discussion is an understanding of the basics, and the basics require knowing what trust is, what trust does, and what trust is not.  Webster defined trust as an obligation and a condition of having confidence placed upon another.  Another definition for trust includes a firm belief in the integrity, ability, character, reliance, and having confidence in another person or thing.  Hence, trust is not just a belief but a reliance, signifying there have been experiences shared that have proven trust in the fires of adversity, and the person or thing has been found worthy.

Defining trustFor example, in the US Army, when I went through Basic Training, you spent three days in a classroom learning about gas masks, chemical, biological, radiological warfare (CBR), and other tools for protecting yourself in a CBR environment.  Then, you went to the “Confidence Chamber.”  The Confidence Chamber was there to teach you to have confidence in your equipment; by putting you in first in your gas mask, then removing your gas mask, and experiencing tear gas, you learned to trust your equipment and have confidence that what you were learning could save you pain, misery, and hopefully your lives.

The Confidence Chamber also had another purpose that is often missed in the rigors of Basic Training but is as real as the air a person breathes, building trust in the chain of command.  Asking people to do hard things, experience pain, puke their guts out, and all the other effects of the tear gas begins a trust cycle in the chain of command.  As a soldier, you can trust your sergeants and officers, and they can trust you.  Organizational trust begins with these basic experiences in basic training and hopefully grows as a soldier is trained.Gas Chamber 4

Trust is not easily won but can be easily lost.  Trust is not fully developed in a single transaction but can be germinated in a single transaction.  Trust flourishes in two-directional learning paths among people, sharing experiences, time, and values.  Trust is not a solution in and of itself, but it can be a magnifying power of other efforts in achieving resolution.  Trust is a tool, but not a tool that can be employed by itself.  For example, a screwdriver can be force multiplied by a wrench; trust is the same; it is the wrench that multiplies the power of other tools to accomplish work.

What is Operationalized Trust?

Strong Teams Start with Trust: 5 Ways to Build Trust - Invoicebus BlogEstablishing relationships requires the principles of organizational trust, as detailed by Du, Erkens, and Xu (2018), who found when supervisors trust their subordinates, regardless of whether supervisors have a general propensity to trust others or trust subordinates due to previous transactions and social similarity, customer service is significantly improved.  Operationalized trust is nothing but using a trust relationship to improve a shared or common goal.  For example, a business wants better customer satisfaction, so the supervisors use trust between themselves and their employees to increase service quality, promoting enhanced service satisfaction.

Trust quotes images and wallpapers hdIncredibly, the first principle to empowering operational trust is social similarity, which provides the breeding grounds for shared social interactions—knowing where someone originates and if they share values is critical to initiating, building, and maintaining trust propensity.  The second principle for empowering operational trust is extreme oversight; micro-management kills trust relationships and kills individual initiative, individual agency, and individual moral.  A corollary finding is that efficient use of existing control systems is not objectionable or harmful to trust propensity.  This is a critical finding in organizational trust, in that existing controls are acceptable.  When taken to extremes, the consent of the governed is rejected, and the controls become the problem killing the initiative.  Collocation and less stringent controls breed trust propensity that develops organizational trust, improving how people work, or to put it more simply, less strict controls, combined with people sharing similar backgrounds, opens organizational trust and breeds consent of the governed into productivity.

Consent of the Governed Rests Upon the Following Principles

As a reminder, the fundamental principles of a free society, a liberty first culture, and the consent of the governed rest upon the following, which should be returned to often and refreshed daily by the elected officials in government to feed operational trust in a free society and liberty-based government.

No free government, or the blessings of liberty, can be preserved to any people, but by a firm adherence to justice, moderation, temperance, frugality, and virtue, and by frequent recurrence to fundamental principles” [emphasis mine].

          • Justice: Decency to all as a behavior of equality and commitment to moral rightness.
          • Moderation: This is all about not going to extremes, being restrained, knowing the boundaries and staying within limits, and being reasonable and approachable.
          • Temperance: While primarily used in drinking alcohol, this also applies to any behaviors where self-restraint, moderation, and expressions or observance of temperate behaviors are required.
          • Frugality: Besides being a good steward of other people’s resources, being frugal requires being sparing, prudent, economical, thrifty, and reserved.
          • Virtue: Requires moral excellence, modesty, personal dignity, goodness, and conformity to a standard of righteousness.

Putting it all Together

ElectionThe consent of the governed is built upon the intermingled trust between people as a body electing government officers and people representing those elected as government officers.  The problems have arisen because many in public office have refused to accept the government of those who elected them and have served only themselves and the monied interests buying their time.  Thus, trust propensity in government has dropped to disastrous levels. Adding to the problem are the accumulated actions of previously elected officials who have set a pattern for personal wealth by tax and spend, supporting political cronies, and gerrymandering system to protect them from negative election results.  The trust between people of shared values has been broken by those elected, who never shared values, who refuse to live in their home districts, and whose time and the highest bidder can purchase interests.  Thus, is it any wonder that people no longer believe the lies of government are restless and agitated?

The consent of the governed is a precious commodity that has been squandered by those who should have held that precious resource as a mother holds her child—protecting, nurturing, and feeding the consent of the governed to build trust propensity against a time when a pandemic or natural disaster would occur.  Where the government would need to act in a difficult manner.  Instead, hypocrisy has been witnessed from the government leaders and the monied interests purchasing the politician’s time, and the people refuse their consent to be governed.  Where do we see the refusal of consent to be governed; how is the health of the US Dollar and other national currencies?  That is not just inflation blowing up prices, confidence in the future has been shaken, and confidence is the visual representation of the consent of the governed.Plato 2

Where else do we see the consent of the governed being refused?  Recently an Olympiad was held, the government of the US held hearings of great import on legislative matters to conflict with the Olympiad to hide scheduled legal hearings as smoke and mirrors.  When Kevin Durant and Draymond Green called the media out for failing to cover the Olympics, they missed the target; the people they should be denouncing are the politicians trying to distract further, confuse, and cause chaos.

Knowledge Check!President Obama proved one thing while in office when you choose to hold hearings is as important as the content of the hearings, the legislation, and the political gamesmanship.  Paying attention to all of the tricks and media hyperbole is all but impossible, and in the confusion, theft occurs.  But, the law of unintended consequences means that the consent of the governed takes a beating when these tactics are played, and soon polls will show a more significant drop in approval ratings.  (Remember how jock itch has a higher approval rating than Congress?)  Politicians will scramble, the media will try and explain the findings, but the result is always the same, the consent of the governed is being removed at a more rapid pace, and every politician of a representative government needs to start paying attention!

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

The Role of a Call Center Trainer: A Qualitative Descriptive Study

Bobblehead DollI want to express my deepest gratitude to Call Centre Helper Magazine for the opportunity to advertise for my dissertation research.  I once asked a call center leader what a trainer does; their answer still makes me chuckle.

A trainer trains!

Kind of obvious, right.  Now, what does a trainer train?  How does a trainer train?  How does a business leader know the trainer has been successful in training?  What is the purpose of training?  What does training do for those trained?  These questions and the business leaders’ comment have inspired my professional and academic footsteps for several years now.Call Center 2

In early July 2021, I finally received permission to begin human testing for my dissertation.  I have posted several advertisements on social media for call center workers, trainers, and senior leaders to entice 17 people willing to answer some questions about training in call centers, a call center trainer, and what precisely a call center trainer does.  The following is a brief description of the aims and intents of my research to increase interest and hopefully glean the needed participants to finish my study.

Consider for a moment a teacher who has influenced you professionally or personally, and why did they make such an impact?  Could a different person have made the same impact?  Why?

The above questions are the crux of my research; to date, the role of the instructor has not been considered a variable in corporate training.  As an adult educator, I find this gap very alarming.  In academia, the teacher’s role has been extensively studied, and opinions abound regarding the role of the teacher.  Yet, in a professional setting, no researcher has addressed this gap to date.  With the push to move all training to computer-based solutions in autonomous environments, if the trainer does not teach corporate knowledge and behaviors, who does?

Call Center BeansIn researching the history of professional training, the model employed has not changed since a master taught journeyman who led novice instruction.  Yet, with technology, global populations, cultures, language, and globe-spanning organizations, the role of the trainer seems to continue to take a back seat.  Yet, if a corporate trainer profoundly influenced you professionally, would you not want that experience for another person?

Due to the restrictions on human testing in research, I cannot change the dry legalese of the advertisements.  I know they are long, tedious, and challenging to get through.  However, if you are interested, please get in touch with me directly using:

Msalisbury1@my.gcu.edu

Please note, to participate, you will need the following:

      • Work in an English Speaking Call Center with a home base in the United States.
      • Have a LinkedIn account (This is for verification of professional qualifications only).
      • Speak English like a native.
      • Be willing to answer demographic questions, including time in the current role, education, and so forth.
      • Be willing to elaborate upon your answers. I will ask you some questions about your experiences; please provide details, depth, and descriptions as your answer.

Knowledge Check!Important to note, your name and business will never be mentioned in my dissertation!  I am not collecting any personal data beyond education and years of experience.  Any direct quotes employed will carry no connecting data, and no one will see your details.

Thank you for considering joining me in my dissertation research.  I look forward to publishing this research and discussing the findings with you in later articles.

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

 

Buzzwords and Canned Phrases – More Tyranny From Plastic Language

Stretched WordsPlasticized words make the most trouble.  Unfortunately, public education in America does not appear to care; public educators are some of the worst abusers of words, disconnecting words from meanings to achieve an agenda, which is practicing mental terrorism.  Poerksen (1995) discusses this phenomenon in some detail, and the need to be more cognizant of the problem is a small part of the solution. For example, Poerksen (1995) brings up the term ‘strategy’; the context might not be clear. Without specifying the intention and meaning, the audience becomes lost quickly but lost with confidence and lost doing what they understand.

Hitler’s Germany was famous for plasticizing words to make socially unacceptable actions acceptable with no negative consequences. For example, consider how cattle cars were used in the transportation of Jewish Citizens and other humans deemed useless, by plasticizing the term “cattle,” the Jews could be eliminated, society could believe what they were doing as acceptable, and the political agenda of Hitler was pushed forward, because a human of different religion, handicap, and so forth has been dehumanized to the level of cattle.Non Sequitur - Plasticity of Language

Poerksen (1995) is correct in labeling those who intentionally destroy language through plastic words as tyrants and tyrannical actions.  Mao was an excellent speaker, but his deceiving methods included making words plastic to cover abuses of people, destruction of lives, and to help his followers feel good about what they were doing. Likewise, ex-President Obama used a TelePrompTer because extemporaneous speaking is not his forte and because of the plastic words which were bent, twisted, and molded to deceive.  We all remember the promises of Ex-President Obama where ObamaCare is concerned.  However, what is fading from the collective public memory are the plastic expressions lauded upon Bergdahl to justify nefarious actions.  Bergdahl is a tiny example of how Ex-President Obama manipulated language to hide, obfuscate, denigrate, and deride the American People.

Diversity, Equity, and Inclusion (DEI)3-direectional-balance

If you are going to work in a department with such an auspicious title as “Diversity, Equity, and Inclusion Department (DEI), one might imagine that you have a clear and present understanding of the power of words. But, apparently, those working in DEI either have an agenda and desire to be tyrants or are uneducated in the power and ability of words.  Draw your own conclusion, but I present in totem an email received earlier this week while I was out of the office.

12 Things You Should Never Say… And What To Say Instead

It’s easy to say the wrong thing when you’re under stress or a problem arises. Take a pause to reframe your response:

        1. That’s not my problem. ‘I recommend you speak to_____’
        2. But we’ve always done it that way. That’s a different approach, can you tell me why it’s better?’
        3. There’s nothing I can do. I’m a bit stuck, can you help me find other options?’
        4. This will only take a minute. ‘Let me get back to you on a timeframe.’
        5. That makes no sense.I’m not sure about that one – can you give me some more details on your thinking behind it?’
        6. You’re wrong. ‘I disagree and here’s why ______ what do you think?’
        7. I’m sorry, but…. I’m sorry about that… next time I will _____’
        8. I just assumed that. ‘Could you clarify what your expectations are for me?’
        9. I did my best. ‘What could I do better next time?’.
        10. You should have... ‘It didn’t’ work – here’s what I recommend next time…’
        11. I may be wrong, but... ‘Here’s an idea…’
        12. I haven’t had time. ‘I will be able to get this done by…’

And if you have said something you regret, here are three steps to quickly recover:

        1. Apologize. Be sincere for any upset or confusion you might have caused
        2. State what you didn’t mean. Admit your error, explain what you did not intend to do or say.
        3. Say what you actually meant. Explain what you really intended to say or do.

Please note, no grammar changes were made in copying and pasting this email; I changed the format to emulate the original. So now, let us carefully examine, without judging the grammar, the canned phrasing presented here along three lines: applicability, usefulness, and value.

ApplicabilityDetective 3

When discussing applicability, we are looking for situations where the canned phrasing offered is better than being natural, admitting error honestly, and moving forward from the current position in a constructive manner.  I fully appreciate that the 12 bolded phrases might not be the best way to state something.  However, the lack of applicability for the canned replacement phrases does not improve the situation.  Imagine a situation where the offered canned phrase would work, and I will show you a real-life scenario where it was tried and failed miserably.

Drawing upon more than 20 years of experience in and around call centers as a subject matter expert, as a customer relations expert, and published author, I can certify that canned phrases do not improve situations, nor can they cover mistakes.  Canned phrases stick out like a red dot on a white cloth!  The customer can hear the canned phrases, and the canned phrases will result in negative consequences!  Hence, this information from DEI fails the smell test before ever launching as a potential solution.

UsefulnessLook

When discussing the usefulness of a tool, the first aspect to always note is that any tool should feel comfortable, almost as if it was an extension of yourself.  Tools are intention incarnate; we select tools to perform tasks we cannot perform without the tool.  For example, hammering nails into house framing requires a hammer.   Not just any hammer, but a framing hammer, specifically designed for the job, framing, and because all framing hammers are not manufactured equally, should feel like an extension of your arm and hand.  The same is true for words; words are tools employed to communicate and should feel like an extension of yourself, be personal, and be helpful for the intent of delivering a message.

Again, we find the DEI email and canned phrases not passing the smell test.  Take any single item in the list above and try to use the exact phrase in a sentence with a friend or co-worker, and you will find yourself struggling to personalize that phrase.  Worse, saying it aloud makes you struggle with the offered grammar. So again, try personalizing that phrase; can you find any variation that feels natural to your method of speaking?  If so, you have used the offered phrase, but does it add or detract to the conversation when applying that phrase?  Herein lay the problem, some of the proposed phrases might work with individual variation but still cannot be used for a positive result.

ValueAndragogy - The Puzzle

Value is the sum of the application and usefulness of a tool to create opportunities to advance the situation to a solution positively.  More to the point, the value remains in the hands of the tool user, not the suggester of canned phrases. Thus, the tool’s value is not found in what has been created but in the usefulness and application to the tool’s user.

For example, while working in a call center, the agents were instructed to fit as many “keywords” into a conversation as possible.  The Quality Assurance Department (QA) was counting how often these keywords were used, so the pressure to perform was on the agent.  QA found that the offered words were often used in a single sentence to begin or end the call, and more often than not, when used during a call, led to call escalation.  Hence, the value of the terms was lost on the customer and worsened customer relationships.  Instead of releasing the agent from using keywords, the business managers doubled down.  The management team had no clue about the usefulness of the words as tools for communication and disregarded the need for tool personalization.  When negative results occurred, they compounded their error.  10-years after this disastrous decision, the agents are still forced to use tools that do not fit, the customers have continued to leave in droves, and the management team still struggles to understand why.

Knowledge Check!Application, usefulness, and value are how you measure tools, any tool.  From a tape measure to a hammer, from a computer to computer software, from words to headsets, the tools must meet these three criteria. Unfortunately, buzzwords and canned phrases do nothing to build value, enhance enthusiasm, or build cohesion into an impetus to motivate.  Often, buzzwords and canned phrases do the exact opposite, and failing to understand applicability, usefulness, and value is the problem of those insisting upon terminology, not the audience.  It cannot be stressed enough, plastic words lead to mental terrorism, and terrorism always leads to tyranny!

Reference

Poerksen, U. (1995). Plastic words: The tyranny of modular language (J. Mason, & D. Cayley, Trans.). University Park, PA: The Pennsylvania State University Press.

 © 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

Employee Engagement

Knowledge Check!Recently this topic was raised in a town hall style meeting, and the comments from the leadership raised several concerns.  It appears that employee engagement is attempting to become a “buzzword” instead of an action item, and this bothers me greatly.  Worse, many people lead teams with vague ideas about what employee engagement means and then shape their own biases into the employee engagement program, making a pogrom of inanity and suffering out of a tool for benefiting and improving employee relations.

When discussing employee engagement, we must first begin with a fundamental truth; employees do not work for a company, do not work for a brand; they work for a manager.  An employee might like a company; they might enjoy having their professional brand aligned with a known branded organization. The employee might feel pride in associating with other employees under that brand.  When the road gets difficult at the end of the day, an employee works for a manager.  The relationship between a manager and an employee is one of trust operationalized and honed through shared experiences.

Employee Engagement – Defined

ProblemsAccording to several online sources, the definition of employee engagement is, “Employee engagement is a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees.”  If you believe this definition, you will miss the forest for the bark you are fixated upon!  Employee engagement is fundamental; it is not a concept, a theory, or a buzzword.  Employee engagement is a relationship between organizational leaders and the employees, but employee engagement is not about collecting qualitative or quantitative data for decision-making policy-based relationship guidance.  At the most basic level, employee engagement is the impetus an employee chooses to onboard because of the motivational actions of the manager they report to.

Employees must choose to engage; when they choose not to engage, there is no enthusiasm in the employee, and this can be heard in every action taken by the employees on the company’s behalf.  Is this clear; employee engagement is an individual action, where impetus leads to motivated and enthused action.  While organizational leaders can and do influence motivation, they cannot force the employee to engage!  Thus, revealing another aspect of why the definition found online is NOT acceptable for use in any employee engagement effort!Leadership Cartoon

Employee engagement is the actions an employee is willing to take, indicating their motivation to perform their duties and extra-duties for a manager they like.  Employee engagement is the epitome of operational trust realized in daily attitudes, behaviors, and mannerisms of employees who choose to be engaged in solving problems for their employer.  While incentive programs can improve employee engagement, if the employee does not first choose to enjoy the incentive, the incentive program is wasted leadership efforts.  The same can be said for every single “employee benefit.”  If an employee cannot afford the employer’s benefits, those benefits are wasted money the employer needs elsewhere.  Hence, the final point in defining employee engagement is the individualization of incentives and the individual relationship between managers and employees.  Stop the one-size-fits-most offerings, and let’s get back to talking to people.Anton Ego 4

Reflective Listening

Listening has four distinct levels; currently, these are:

      • Inactive listening – Hearing words, seeing written communication, zero impact mentally. Mainly because your internal voices drown out the possibility of communication.
      • Selective listening – Hearing only that which confirms your own voices, opinions, and biases. While others are speaking, you are already forming your response.
      • Active listening – Show the other person you are paying attention to, engage with meaning in a reply. You are focused on removing barriers to get your point across.
      • Reflective listening – Paying attention to intent and content, reducing emotion, two-directional as both parties are engaged in achieving mutual understanding.

Chinese CrisisInactive and selective listening can be heard through phone lines, instant messaging, text messaging, and easily observed during face-to-face communication.  Worse, active listening launches trust, and when faked, destroys credibility, ruining relationships.  Reflective listening can only achieve mutual understanding when both parties are choosing to listen intently and with the purpose of reaching mutual understanding.  The most powerful tool in an organizational leader’s toolbox for quickly rectifying employee engagement is reflectively listening.

Communication occurs in two different modalities, verbal and non-verbal.  Good communicators adapt their message to the audience using reflective listening and careful observation.  Adapting the message requires first choosing, determining who the primary and secondary audience is, and then focusing the message on the primary audience.  Next, adaptation requires prior planning, which includes mental preparation, practice, and channels for feedback.  Finally, adaptation requires listening to achieve mutual understanding, careful observation, asking questions designed to lead to mutual understanding, and clarifying what is being said to achieve mutual understanding.  The pattern described can be the tool that begins employee engagement but is not an end-all solution all by itself.Anton Ego

Appreciative Inquiry

Appreciative inquiry is a growth mechanism that states that what a business organization needs, they already have enough of, provided they listen to their employees.  Appreciative inquiry and common sense tell leaders who want to know and change their organization and how and where to begin.  Appreciative inquiry-based leadership is 6-continuous steps that start small and cycle to more significant problems as momentum for excellence permeates through an organization.  But the first step, just like in defeating a disabling addiction, is admitting there is a problem.

Here are the six operational steps for appreciative inquiry:

      1. Admit there is a problem and commit to change.
      2. Define the problem.
      3. Discover the variables and stay focused on the positive.
      4. Dream BIG!
      5. Design the future and outline the steps to that future.
      6. Destiny, create the destination you desire.

Bait & SwitchFollow the instructions on a shampoo bottle, “Wash, Rinse, Repeat.”  The appreciative inquiry model can be scaled, repeated, implemented into small or large teams, and produce motivated members who become the force to create change.  Allow yourself and your team to learn, this takes time, but through building motivation for excellence, time can be captured to perform.

Of all the steps in appreciative inquiry, it must be stressed that focusing on the positive is the only way to improve people.  Even if you must make careful observations to catch people doing good, do it!  Focusing on the positive provides the proper culture for engaging as many people as possible.  Criticism, negativity, aspersions, and insults all feed a culture of “Not my problem,” and when the employee claims, “not my problem,” they will never engage until the culture changes.

Organization

Andragogy - LEARNEmployee engagement requires structural changes to the organizational design.  Employee engagement is going to bring immediate change to the organization.  If the leaders, directors, managers, supervisors, team leaders, etc., are not prepared for and willing to change, employee engagement will die as an unpitied sacrifice in a contemptible struggle.  As a business consultant, I have witnessed the death of employee engagement, and the death is long, protracted, and disastrous to the entire business.  Worse, individuals refusing to change stand out like red dots on a white cloth as employee engagement dies.

Thus, the first step in employee engagement belongs not to the employee, but the employer, who must answer this question: “Are we a learning organization willing to change, or are we a knowing organization who does not need to change?”  How the leadership answers this question will speak volumes to the employees closely observing and making their decisions accordingly.  Depending upon how that question is answered will depend upon whether the business can move onto the second step or remain stuck on the first step.

Andragogy - The PuzzleThe second step in employee engagement is training the organization to accept change and failure as tools for learning, growing, and developing.  A toddler learning to walk will fall more than they stay up before they can run.  The same is true when initiating employee engagement.  Guess what; you are going to fail; can you as an organizational leader accept failing?  Are you willing to admit you failed, made a mistake, and publicly acknowledge the blame and consequences?  Are you willing to allow others to accept the praise for doing the right thing?  Will you as an organizational leader accept change?  How you answer these questions also speaks volumes to the employees you are trying to engage.  Depending upon how you individually and collectively as a team answer these leadership questions will decide if you fall back to step one or advance to step three.

The third step in organizing employee engagement is total commitment.  Are you onboard?  Are all the leaders onboard?  Being onboard means 100% commitment to the organization dreamed in the operational steps to appreciative inquiry.  If not, do not launch an employee engagement program, for it will fail spectacularly!  Never forget the cartoons where a character has one foot on a boat leaving the pier and one foot on the dock; they get wet and left behind!

Have FUN!

Semper GumbyEngaging with employees should be fun, it should be an enjoyable experience, and it should bring out the best in you!  All because you want to see others engage, grow professionally, learn, develop, and become.  Your efforts to teach engagement lead you to learn how to engage better.  Seize these learning opportunities, choose to grow, but never forget to have fun.  My best tool for engaging with employees, dad jokes!  Really, really, really, bad dad jokes!  For example, when Forrest Gump came to Amazon, what was his computer password?

1F@rr3st1

When you get that joke, laugh; but wait for others to get it as well!  Employee engagement is fun, exciting, and can be the best job you ever had as a professional.  Just believe in yourself, believe in and invest the time in appreciative inquiry, organize yourself and your business, and always reflectively listen.Never Give Up!

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

 

NO MORE BS: CHANGE! – Let me Explain

Bird of PreyAs a fourteen-year-old, I was wandering around an office supply store in Belfast, Maine, and came across a bookmark I thought had an interesting statement on it:

God, grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.”

I thought that saying was pretty neat, and it helped me begin a process in my own life of learning how to learn and challenging change.  Over time, I began to suspect something out of place in the pattern that quote/prayer was claiming; I do not believe there are things I cannot change!  I know that if a person refuses to change, I can do nothing until that person chooses to change.  But, I remain convinced that there is nothing man has made that cannot be changed.Leadership Cartoon

As a building contractor, I learned that the same tools I am using to destruct a building are the same tools I will employ to construct a building.  An important point where change is concerned, structures can come down, structures can be built, but the human element rests upon their own decision to change or not.  However, many times the structures can influence the individual to change.

Detective 4In the US Army, I noticed something powerful; when living in a Korean War-built Quonset hut, my fellow soldiers and I had moral problems, experienced depression, and struggled.  But,  when we moved into new barracks, many of these problems ceased almost immediately.  Thus cementing a lesson, the environment plays a role in personal feelings and influences desires to change.  In the US Navy, this was more poignantly learned.  I slept in Crew Berthing Three, the rest of the engineering department slept in Crew Berthing Two, and I hated going in there.  Between the smell, the lackadaisical attitude towards maintenance, and the general disorderliness of the compartment always left me feeling depressed.  So, even though I slept in the same berthing as Deck Department, which included the Boatswains mates, the berthing spaces were neater, cleaner, and better all around.  Environment matters and influences personal desire to change or not to change.

As my injuries have worsened with age, my ability to rebuild engines, build or destruct structures, and operate heavy equipment has been reduced dramatically.  But, the lessons taught have remained, there are people I cannot change, but there is nothing that I cannot change.  My wife asks me all the time why do I write articles for a blog.  My answer is rooted in the Serenity Prayer quoted above; there is nothing I cannot influence to change.

Andragogy - LEARNToolsThere are people who I have met who will never change.  One comes readily to mind, I was homeless on the streets of Auburn, Washington, after leaving the US Army in S. Korea.  I had a job but no place to stay.  One night while wandering to keep warm, I met a homeless man who refused to change.  He was homeless by choice, not because of any drinking or drug problem, not because he was not smart enough to get a job and improve his living conditions, but because he chose to be homeless.  He said, “I am who I am, and I refuse to change just to please society.”  A very intriguing thought occurred to me then and has repeated often, am I choosing to be homeless, or am I choosing to grow?

I choose to be a lifelong learner; this commitment sprang from this conversation with this homeless man in Auburn, Washington.  I committed to several principles knowing that I could more greatly influence my environment as I changed myself.

      1. Be Curious
      2. Focus on Active Looking
      3. Review and Redraft
      4. Improve memory and recall
      5. Change your perception

Because there is nothing I cannot change, I know the power of small pebbles in a landslide.  I know the power of tiny snowflakes in an avalanche.  I understand how a small rudder can turn an enormous ship for good or ill.  Nothing man has made that man cannot unmake, remake, fix, correct, or influence change.  There are people no one will ever influence due to moral agency, individual perception, and the valuation of consequences.  But, the environment around that person can be changed, and opportunities provided to encourage a different mindset.

GearsCase in point, an engineering shipmate of mine, was kicked out of Crew Berthing Two for smelly feet, which led to smelly shoes, which upset a lot of people in Crew 2.  He was forced to come live in Crew Berthing Three.  Why did he have stinky feet, a fungus was growing on his feet, and he had never been taught how to care for his feet.  He could wash them 100 times a day, but because he did not know how to care properly for his feet, nothing would change, and his feet would stink.  When my shipmate chose to change, we taught him about foot care, he went to medical and got some fungal cream, and he purchased new shoes and socks.  Why were his feet not a problem in Crew Three; we had better, and took better care, of the ventilation system than Crew two.Courage

Those engineers in Crew Two could not understand that the environment influences behavior, and the influence of behavior led to negative consequences.  The move to Crew Three changed the environment physically and led to an eventual change in mindset for the person.  Could Crew Two have had better ventilation; absolutely, if the members living there desired it.  Since they individually decided not to have better ventilation, the consequence was a smellier and more nasty berthing space.  Environment plays a role in behavior and influences people for good or ill.  We can affect the environment, but we cannot force change upon people who refuse to change.Behavior-Change

Leading to the final thought, why do we need “wisdom to know the difference?”  I  can change the environment around me.  I can change me.  I cannot change other people, but I can change other things and influence the people after changing those things in the environment, causing problems.  Let us examine this from the viewpoint of the Department of Veterans Affairs.  The administrators (people) are causing moral issues and distress in the employees.  Some of the employees like being morally repugnant. Others are ethically obtuse because of job security. Others remain true to themselves and stay in the system to help affect change.

Life ValuedHow does a person change a system built by man; start with the environment, which in this situation are the processes, procedures, and methods of conducting work.  A leader arrives and begins influencing people through how they perform their work.  Then begins the fundamental operations of training to new standards, including ethical, moral, and logical processes and procedures written down.  Then, that leader begins holding people, not written processes, accountable for their actions.  Shortly every person will be faced with a choice, change or leave.  Hence, cleaning and correction become a natural function of the environment, and change is made where many have claimed; change will never happen.

Knowledge Check!As an industrial and organizational psychologist, I know this is the path forward as I have applied these lessons in my own life.  Changing people, like destructing and constructing buildings, does not occur magically.  Plans are made, planning is carried out, and fundamental change occurs through the environment.  Use the pattern:

      1. Be Curious
      2. Focus on Active Looking
      3. Review and Redraft
      4. Improve memory and recall
      5. Change your perception

Watch what happens!  It is amazing to see and possible to change.  Nothing cannot be changed; only people choosing not to change cannot be changed.  But people are not the environment, and the environment can influence people!

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

Communication: The Devil is in the details – Shifting the VA Paradigm

I-Care23 January 2020, I wrote about how a medical support assistant (MSA) was negatively influencing communication between my primary care provider and myself.  Today, I discovered the Department of Veterans Affairs – Office of the Inspector General (VA-OIG) is reporting the same problems in several other VA Medical Centers across the country.  One veteran waited 36-calendar days for a positive test result notification; yet, because there were no “adverse patient events as a result,” the lack of communication is not considered an issue.  Another example involves a patient and do not resuscitate (DNR) orders, along with family concerns and end-of-life home hospice care.  The VA physician/hospitalist in charge had four incidents raising concerns the VA-OIG investigated, where the need to improve communication is the problem with no solution, support, or quality controls.

I guarantee, if there is a 36-day lag in a positive test result notification to me, there would be an adverse patient reaction.  While the VA-OIG made communication recommendations, I would bet dollars to doughnuts that the problems in communicating remain a significant customer service issue.  Why, because the majority of comprehensive inspections the VA-OIG conducts include failures in communication, and the amount of communications issues resemble bunny rabbits in a field with no predators.

The “I-Care” customer service program at the VA reports the following in every I-Care class:

“How we treat veterans today determines if the veterans choose the VA tomorrow.”

On the I-Care Patient Experience Map, how communication is used influences how the veteran feels about choosing the VA for their needs.  Yet, the VA continues to communicate like the veteran has no choice, no options, and does not matter.  Here are some communication tips, tailored specifically to the VA; may they find application quickly in VA customer operations.

  1. The VA claims that the primary care provider, the nurse, the MSA, and the patient are a healthcare team.  If this is the case, then the first step in improving communication is a technical fix opening as many channels of two-directional communication as possible.  Including email, voicemail, text messaging, telephone, fax, and instant messaging.  If the patient has all these channels, and they do; why can’t the nurse, the doctor, and the MSA use all the same technology to communicate?
  2. The VA has improved on this issue, but there is considerable improvement still to make; when test results come out, copy the patient on the results, automatically. But, where the patient’s results are concerned, explain the results.  Have the nurse or a physician assistant write some comments about the results, before sending them onto the patient.  Currently, I receive bloodwork results and have to Google/Bing my way through the results and guess when discussing the results with my spouse.  I received bloodwork results from UNM, the results came in digitally to my email box, with hyperlinks to explanations by doctors in the UNM system.  I received X-Ray and MRI results that claimed “all normal;” this does not tell me anything and increases the problems in understanding what was observed in the X-Ray and MRI.
  3. Face-to-face customer service is a skill that requires training, quality assurance, and monitoring. Yet, the MSA’s at the VA, who do the most customer influencing communication, are not trained, monitored, or quality assured.  The result, patients are treated horribly or are treated amazingly well, based solely upon the individual.  Unfortunately, the leadership in charge of customer service are often the worst offenders for poor customer service.  This must change; implementing a quality assurance program is not difficult, or expensive, and provided the quality assurance does not become the stick to beat people into submission, will provide positive fruit.  But, everyone who communicates with a veteran needs training and needs methods for improvement.
  4. Stop active listening as the standard for communication. In a hospital environment, especially, the standard should be reflective listening to achieve mutual understanding.  Active listening skills can be faked, thus inhibiting proper communication.  As an example, review the physician hospitalist who was able to fake care for patients sufficiently to fool the VA-OIG, but the patients and their families were left without feeling they had communicated sufficiently to act with confidence.
  5. “I-Care” is a good program; why has it not become the standard for all customer interactions? There is no reason for this program to not be a mandatory baseline standard of employee behavior from Secretary Wilkie to the newest new hire.  Yet, hospital directors can dismiss “I-Care,” refuse to implement “I-Care,” and disregard “I-Care.”  To grow the “I-Care” culture, every employee needs to onboard and commit; where is this being insisted upon?

Too often, the root cause analysis is either poor communication as the issue, or a substantial sub-issue; yet, even with the insistence of the VA-OIG, communication failures remain.  No more!  The VA must implement “I-Care” for every employee, implement a quality assurance program for communication, hold communication training, and design communication goals for every classification of employee.  Most importantly, every single leader must exemplify the customer standards they want to see in their employees.  There are no valid excuses for failing to communicate!

 

© 2020 M. Dave Salisbury

All Rights Reserved

The images used herein were obtained in the public domain, this author holds no copyright to the images displayed.