Leadership Series:  Juran’s Rule and the Call Center

We have a problem, speaking plainly and simply; this problem is that a truth has been bent to escape responsibility.  Tribus (n.d.) was plain and stated:

WARNING: In presenting the reasons for change, the leader should accept the responsibility for whatever is wrong.  Remember Juran’s rule:
WHENEVER THERE IS A PROBLEM 85% OF THE TIME, IT IS IN THE SYSTEM, ONLY 15% OF THE TIME WILL IT BE THE WORKER [emphasis in original].”

Please allow me to note that I have regularly advocated that Juran underestimated and personally have found that 90-95% of the time, the problem is the process, not the workers.  This is my opinion, and I am not here to convince you but merely to help clarify Juran’s rule and provide some clarity on the writings of Tribus (n.d.) as well as build foundational understanding.

The Situation

A client company has a problem where managers are not holding their people to productivity standards.  Deep diving into the situation, we find several fundamental issues, in no particular order:

    • Human Resources tells operations what production goals can be.
    • No production goal can be set where 75% of the workers cannot easily meet the goals set.
    • Goals cannot be changed without HR approval, a lengthy research process, and a legal team review.
    • No productivity goal is published. Feeder metrics, KPIs, and so forth are not communicated or standardized.
    • No standard work crosses from one geographic location to another.
    • Facility leaders might receive training in other facilities, but the training is broken and disjointed, and the regional managers charged with holding leaders to a standard lack standards and feeder metrics to hold facility leadership accountable across regional areas.
    • Currently, no region or facility is meeting any goal regularly or uses a process that can be replicated.

Interestingly, this situation has existed for more than 15 years, and none in higher management remember a time when this situation was different.  But, every manager will quote a version of Juran’s rule to explain why they are hunting for operational processes to review and change.

Conflict vs. Contention

At its most fundamental level, conflict is about helping spur growth and development and bringing about change in an organized and logical manner.  However, I cannot stress this enough; conflict is NOT contention.  Conflict is not born of pride and a desire to feel better about yourself through violence.  Conflict can be observed in a disagreement or difference in opinion, but conflict does not include emotional hyperbole (pride).  Conflict should be about mental disturbances spurred by people seeking greater ideas and ideals, personal growth, or team development.  Does conflict lead to contention?  Yes, but only because pride entered into the disagreement, emotions were injected, and desires to be right at any cost dictated, it is time for violence.

Let me be perfectly frank, contention and conflict are not the same.  While the terms are close, they are distinct and tell different sides of the same story.  First, contention is an act of striving or an assertion.  Contention is a violent effort to obtain or protect something vehemently!  There is effort, struggle, and exertion in contention; there are violent efforts, and the core of contention is pride.  Pride breeds animosity, animosity breeds struggle, and struggle is contention, where pride demands that violence is acceptable to achieve the desired end goal.  When contending, “The ends justify the means.”

Contention is animosity personified into action, effort, and desires become evident as contention unfolds.  We cannot forget these facts about contention.  Consider the following; I went to work in a hostile atmosphere; due to a contract signed, I could not quit and find a new job, and reassignment was not going to happen.  Jealousy and pride entered because I was very good at my job, and violence followed like the sun rising after a moonless night.  Contention was born and festered, violence was perpetrated against me, and the violence was acceptable to the organizational leaders as it gave them feelings of accomplishment and satisfaction.

The violence was justified because I was “too good” at my job, made “decisions above my paygrade,” and “I needed to be taught humility.”  The result was four disastrous years of struggle, incredible stress levels, and mental torture, with physical acts of violence thrown in to spice up the environment.  I am not bemoaning my fate nor holding myself up as an example of anything, merely hoping to convey that contention stunted organizational growth in everyone unlucky enough to experience this organization during this period.  Contention is pride expressed through violence and justified to fit the individual’s desires.

Conflict is a tool; like all tools, it can build, enhance, strengthen, and create when used appropriately.  If the tool is improperly used, destruction, damage, and chaos are spawned.  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.

Rao (2017) built upon previous researchers’ shoulders, perceiving conflict being a tool, and provided vital strategies for leaders to employ conflict.  Rao (2017) provided that conflict builds character, whereas crisis defines character” [p. 93].  Rao (2017) recognized that conflict labels are an individual choice.  In organizational conflict, one team could label the conflict as valuable and beneficial, while another department could label that same conflict as damaging and horrible.  When the conflict in an organization has disparate labels, understanding why conflict is disparately evaluated remains more important than changing the label.  Important to note, conflict is not competition, although occasionally used synonymously, there are important and distinct differences, important enough for a different article.

Thompson (2008) raised significant points regarding conflict, beginning with a real-life example of how conflict spurred organizational change and growth for the H. J. Heinz Co.  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) again 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 of not facing 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 conflict that can destroy people, places, and things.

Thomas (1992) echoes Jehn (1995), Lencioni (2002), and Thompson (2008) in 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.  Consider, for a moment the structure of the organizational environment.  Conflict is the mental thinking, adherence to operating procedures, and individuals working who become the instigating factor, which threatens 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).

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 unnecessary additional conflict processes, all while undermining the organizational structure.

Tribus – Changing the Corporate Culture

Juran’s rule is prescient but based on several foundational situations underpinning their understanding; the following applies regardless of whether the organization is building a learning society or merely keeping the money tap flowing.

    1. Operations, and by extension, operational goals, productivity standards, and processes for producing a product or service, are the sole domain of operations personnel. Does this preclude Human Resources from having a seat at the operations table; NO!  Having HR dictate operational goals to operations is akin to having a bullet tell a shooter how to aim.
    2. Training is a process. Training requires standards to judge performance as a means to declare training exceeded.  However, the quality of training, and the proof of trained personnel, is not an HR function, nor is the trainer the sole person involved in judging the efficacy of producing trained personnel.
    3. Organizational hierarchies are a process, the business culture is a process, learning is not training, and both learning and training are processes but have two different controlling entities; accountability and responsibility are a cultural extension of the process of organizing people into a functioning business organization.

Consider the fibers of an interwoven rope.  Each fiber is twisted with other fibers, then these twists of fibers are turned into more twists, repeated until eventually building a finished rope.  The same goes for these preceding foundational aspects.  Operational principles make, like many fibers twist, into a rope that can secure a multiple hundred-ton ship to a pier.  How the ropes are used is an operational process, but the core of the ropes are these essential aspects.Cut Rope with Rope - The Prepared Page

Some have argued, to their demise, that too many companies with this mindset are suffering from silo-mentality; when the obverse is true.  Each department of a functioning business organization relies upon processes similar to these foundational fibers.  Operations managers should not go into another business unit and expect to use the same tools from successful operations in those different business units.

For example, while I have been a successful operations manager, the tools I use in leading software teams are decidedly not the same tools I would employ on a production floor, even though both business units are expected to produce a product.  The people are different, their approaches to problems are different, and the environments conducive to product delivery are dynamically opposed.  Similarly, the tools HR would use to solve production issues are not opposed but definitely not employed similarly to those used in troubleshooting a problem in legal or accounting.

Juran understood these foundational situations, Tribus understood these foundational situations, and the best corporate leaders understand these foundational situations.  However, Tribus made clear something dynamic, leadership is not management, and management never achieves anything.  The dichotomies between leadership and management could not be more explicit in today’s business operations.Leadership versus Management - Entrepreneur Caribbean

Tribus (n.d.) calls upon the words of Homer Sarasohn, stating [emphasis in original]:

“THE LEADER MUST, HIMSELF, BE AN EXAMPLE OF THE CHARACTERISTICS HE WOULD LIKE TO SEE IN HIS FOLLOWERS.”

“Managers must practice what they preach.”

“DON’T SAY, “FOLLOW ME; I’M BEHIND YOU ALL THE WAY”
(IT MAKES EVERYONE GO IN CIRCLES).”

Application

What do we find in my client; managers who first do not know the work their operational employees do.  Managers who are disconnected by good jobs to the point they never engage in the better and best jobs their positions of trust demand.  The managers are not led but are managed and never were trained for their current positions.  These three items are why the client company is a dumpster fire of potential (blue money), where the bottom line evaporates, and nobody can explain why.  However, like in the Shakespearian play, “Much Ado About Nothing,” a lot of noise is made but goes nowhere fast!

Unfortunately, the much ado about nothing is worsened, not improved, by Kaizen, Six Sigma, Agile, and Lean efforts at process improvement.  The core problems are considered “untouchable,” “too dynamic,” or “too extensive” ever to be improved upon, and the new manager settles to change an operational process instead of core problems.  Essentially proclaiming, “Follow me, I’m behind you all the way,” the operational employees keep circling the drain.

What is the solution?

Solution generation for my client company begins with understanding the compelling evidence there is a problem.  Right now, the client thinks, “We are big enough to absorb these insignificant issues in the name of Diversity, Equity, and Inclusion.”  This is where every business begins its failure; no business can long survive dumpster fires of potential (blue money).  People leave, and this has a high replacement cost.  People work slowly or below their potential, which is a tremendous cost in green (cash) money and potential (blue money).  Operational costs increase, increasing customer costs and the loss of customers is a dynamic cost to the business.Estimating Startup Costs

After admitting a problem, the next step is envisioning an end state.  Since I began to lead men and women, I have advocated a lesson I learned as a teenager, “Never take your body where your brain has not already traveled.”  If you cannot envision the result, do not start trying to make changes until you have envisioned an end state.  I sliced my fingers badly with a knife while cutting onions.  Why did I slice my fingers and not the onion?  I did not understand the end state and assumed I could start cutting and reach an acceptable end state (diced onion).  I should never have started cutting; between the loss of the onion and the damage to my fingers, the lesson was not “Never cut onions again,” but “never begin something without a clear end state (goal) in mind.”

The third preparatory step to building a solution is START!  The client has this problem of always wanting clear instructions, plans, and supplies on hand before beginning.  The speed of business requires action, not plans and instructions.  Take the first logical step and begin!  Tribus (n.d.) makes this clear with the assurance, “There is a sensible first step,” take that step!  I will reiterate a point Tribus (n.d.) makes, employees work IN a system of processes, and the manager should work ON the system of processes, with the employee’s help.  A manager should be analogous to a mentor, who, like a leader, after understanding the vision, looks sideways and builds people to meet their level before taking that next logical step into the darkness.

Conclusion

The simple truth is that Juran’s rule has been used as an excuse to dodge responsibility in too many operations, businesses, and organizations.  Like my client, the good news is that change is possible with the people you have right now.  My client is not a bad company; your company is not inherently bad.  People are intrinsically good, and when we better understand the fibers that help tie Juran’s rule to reality, we can employ reframing to shut down the noise and move from much ado about nothing to effective management and leadership.  How do we reframe:

    1. Establish legitimacy and shift from passive to active.
    2. Bring outsiders into the discussion, but do not shift responsibility for developing the solution or owning the goals.
    3. Get the stakeholder’s definitions in writing – Common words, AREN’T. Common understanding; is a goal to strive towards.
    4. Ask what is missing
    5. Consider multiple categories, seek out those subject matter experts, and add them to the discussion as equals
    6. Analyze positive and negative data equally without bias
    7. Question the objectives, focus on the future and keep moving forward.

As we, the leaders of call centers, strive to change our understanding, realize our roles, and build people, we will build people, not processes, to meet the future.  The first step is committing to the decision framed in the question, “Is your company a money tap or a service to the greater good of society?”

References:

The references are included if you want to further research conflict as beneficial.

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 2022 – 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.  Quoted materials remain the property of the original author.

“That’s Crazy!!!” – More Chronicles from the VA Chapter 8

I-CareI fully admit I got behind in April.  Dear reader, my apology.  I have been whipsawed between emergency room visits, depression, extreme pain, and other issues.  Not offering an excuse but a tiny peek into my world as a disabled veteran.  Luckily, I have maintained employment because my employer allows me to work from home.  My driving privileges are threatened again with removal due to the neurological issues I suffer, and this will dynamically change my life, but this article is not about me, but the continued catastrophe called the Department of Veterans Affairs (VA) and the Inspector General (VA-OIG) reports published.

We begin with a financial efficiency review reported from the inspection of the Durham VAHCS of North Carolina.  I know the jokes write themselves when we discuss any government agency and financial efficiency, but I digress.  This is a head exploding report of leadership failure in the observation and governance of employees who did not perform the functions they were hired to perform.  The VA-OIG found the following from October 1, 2020, through March 31, 2021:

    • The healthcare system had 309 inactive obligations totaling $81.7 million.
    • Of these 309 obligations, 200 (totaling over $74 million) had no activity for 181 days or more.
    • In a subsample of 20 obligations, VA staff had not reviewed 17, as required.
    • Contrary to VA policy, healthcare system staff used purchase cards instead of contracts for 21 of 40 sampled transactions (53 percent), totaling approximately $328,000. These 21 transactions were missing required supporting documentation to verify that the transactions were approved and payments were accurate, resulting in $308,000 in questioned costs.
    • 105 more administrative full-time equivalent staff than the expected number, all not doing their jobs as required under Federal Law!

While not all of the findings, those mentioned are the most egregious and in need of corrective action.  Would the citizens of Durham, North Carolina, please tell me, has this been reported in the local news?  Has anyone lost their jobs as the VAHCS right-sizes the financial department?  I can find no additional information that this problem has been corrected, and I am really curious!VA 3

Oh, the irony is thick; consider the following:

The Department of Veterans Affairs Office of Inspector General Training Act of 2021 would help ensure that VA employees continue to be empowered to assist the OIG in improving VA’s operations and using taxpayer dollars to the greatest effect; helping protect patients and improving their care; and ensuring veterans and others receive services and benefits for which they are eligible.”

The above-quoted material originates from Chris Wilber, who testified to Congress’s HVAC Subcommittee on oversight and investigations.  What is the number one failure on every comprehensive healthcare inspection (CHIP); the lack of staff training, the inadequacy of staff training, or adequately trained staff.  Yet, the statement by the VA-OIG indicates that training has met a threshold for providing adequate training.  Let’s talk about a specific action, “the VA secretary signed a directive in September 2021 mandating that all employees complete a one-time training within one year—an important step in improving VA’s culture of accountability.”  It is now May 2022; the VA-OIG is pushing for training directives to be legislated, not dependent upon any single VA Secretary.  Are you freaking kidding me?  Where is the congressional oversight and scrutiny that allows VA training to continue to be subpar and threaten the lives of veterans?

Long have I wondered how the VA could frustrate VA-OIG actions, investigations, inspections, etc.  Guess what; the answer has become available:

“… there have been instances in which the OIG has been informed that staff have been told that they cannot share information with OIG investigators without first clearing it through supervisors or leaders—contrary to the Inspector General Act of 1978 (the IG Act), as amended.  Under that authority, VA employees at all levels have a duty to cooperate with OIG personnel, including providing information and assistance in a timely manner.”

Employees have been caught lying to the VA-OIG regularly, and what action is taken to remove those employees promptly and efficiently from government service?  From direct observation and employee conversations, it is clear that plans are carefully laid before a scheduled VA-OIG visit to present what the VA-OIG wants, but to gloss over the problems, and nothing ever happened to the managers, supervisors, and employees who lied and misdirected the VA-OIG.  All contrary to established Federal Law!VA 3

Want a specific example of employees intentionally misrepresenting information to the VA-OIG?  Look no further than the statement by Chris Wilber, and this incident was covered as a failure of leadership in a previous article.

Hospital staff at a VA facility in Fayetteville, Arkansas, had concerns about potential substance abuse by the chief of pathology that were not heard and promptly acted on by local management, which allowed him to work while impaired for years.  He misdiagnosed about 3,000 patients with errors resulting in death or serious harm and is currently imprisoned.  The OIG found a culture in which staff did not report serious concerns about the chief pathologist, in part because they assumed that others had reported him, or they were concerned about reprisal.”

From personal experience, I reported problems to the VA-OIG concerning patient abuse, fraud, waste, and other issues.  Never were my concerns acted upon promptly, and I was removed from employment for being a whistleblower.  The culture of corruption at the VA is incredible.  The examples mentioned by the VA-OIG only further sustain the problem with leadership and how sick the VA truly is as an organization!VA 3

We next turn our attention to the VA-OIG report on the inspection of information technology security at the VA Financial Services Center, another head exploding example of leadership failure bordering on criminal!  The findings include:

    • component inventory
    • vulnerability management
    • flaw remediation
    • Identifying 252 vulnerabilities, of which 228 the local IT team could not identify.
    • the VA-OIG team identified access control deficiencies, as 107 of the 278 FSC systems failed to generate or forward audit logs for analysis.
    • the video surveillance system was not fully functional. Ineffective monitoring and recording facility activities supporting information systems minimize the FSC’s incident response capabilities.

How do you spell failure; these findings spell failure to me rather pointedly and dramatically!  Want to laugh; staff training remains a concern, but not a finding, of the VA-OIG inspection team.  Frankly, with this level of incompetence, staff training should have been a finding.VA 3

To be concise and illustrate further the poor leadership, convoluted processes, and brazen noncompliance of VA officials, the following discussion is about two different VA-OIG reports that reached similar conclusions.  First, we have the VA-OIG report on “Noncompliant and Deficient Processes and Oversight of State Licensing Board and National Practitioner Data Bank Reporting Policies by VA Medical Facilities.”  Second is the VA-OIG report on “Concerns with Consistency and Transparency in the Calculation and Disclosure of Patient Wait Time Data.”  Nothing says convoluted processes more than having two written policies, both originating from Washington DC.  The superseded policy does not have an expiration date.  This means that employees have a designed incompetence excuse ready for not adhering to the most current and applicable policy.  Don’t believe me; one of the key findings was, “VHA has presented wait times to the public without clearly and consistently disclosing the basis for their calculations.”  Designed incompetence does not come more blatant than this, and who suffers, the veteran.  Worse, wait time correction and policy clarification has been stalled by COVID-19, the neverending excuse paying dividends to bureaucrats everywhere!Timelines for Wait Time Calculations

However, both reports are substantially summated by the VA-OIG; thus, “The lack of programmatic oversight contributed to the failure of VHA leaders to detect and intervene upon facility noncompliance.”  Meaning that due to COVID-19, the VHA has refused to do their jobs in deference to the pandemic, and since this is a good enough excuse, the VA-OIG has bought the designed incompetence, lock, stock, and barrel.  The VHA leadership is failing; doctors or dentists let go for poor performance were not reported to state and federal boards, so these providers lacking can continue to harm patients.  It is a federal law (42 US Code § 11151, US Department of Health and Human Services, Health Resources and Services Administration Bureau of Health Workforce, NPDB Guidebook, October 2018, chap. A., 8 USC ⸹ 7462(a), 38 USC ⸹ 7401(1), among others) that providers let go for cause must be reported within 7-days to the regulatory boards at the state and federal levels.  Wait times are hidden because they are so bad; the VHA is embarrassed, so the leaders fall back on designed incompetence to shield themselves while looking for another excuse for poor performance!  In both reports, the ramifications of noncompliance are putting people at risk for sentinel events (death, injury, disability, etc.), and the leadership is at best lackadaisical in the performance of their duties.  VA 3

Where are the congressional overseers in ending the abuse?  When will this insanity and bureaucratic inertia end?  How many “sentinel events,” including deaths and permanent injuries, will it take until those tasked with scrutinizing the executive branch finally take committed action and hold people accountable?  When will the elected representatives stop throwing good taxpayer money at problems that money cannot fix?  If these questions are too difficult to answer, please stop running for elected office, for the citizenry is not happy!

We conclude with two related reports so astoundingly obtuse they defy logic and sanity.  The first is the annual CliftonLarsonAllen LLP (CLA) audit of the VA’s information security for 2021.  The second is the continuing failure of the new electronic health record modernization (EHRM) program.  The VA has failed the CLA audit for more than a decade, with many of the hits repeated year-over-year.  In fact, the CLA audit is so bad this year; it has taken my mental breath away and stunned me into a gibbering idiot!  Reading this report was infuriating; describing it as my head exploding is akin to comparing an M-80 to a nuclear bomb.  How in Dante’s Inferno can this level of incompetence be allowed to remain employed?  But, as bad as the CLA audit is, the continued failure of the new electronic health record system pales in comparison.  The new EHRM continues to suffer from reliability weaknesses, which is polite speak from the VA-OIG for the new system fails to do the job.  We are three years from the new extended deadline, we are already past the original deadline, and the system is worthless today than it was a year ago.  With this success rate, the new EHRM will be utterly bereft of value and need replacement before the year’s end.  How many millions (billions, or trillions) of good dollars must chase this ineptitude before the plug is pulled and those involved held accountable?VA 3

Join me in having your head explode:

Additional deficiencies included known tasks not being reflected on schedules, no risk analysis, lack of longer-term actions scheduled, and no complete baseline schedule or overall schedule that fully integrated individual project schedules. VA also did not comply with federal regulations when it paid its contractor for deliverables before accepting them (reviewing compliance with contract requirements).”

Consider this other gem from the VA-OIG report, “$1.95 billion in cost overruns per year” are estimated, meaning the final tab will be significantly higher and compounded year-over-year.  In plain speak, the contractor is being paid for products delivered that fail, the products offered are not usable, there is no schedule of completion, there is no schedule for deliverables, many of the products paid for have never been delivered, and costs are overrunning like a plugged toilet. Worse, no one is being held personally liable for these problems, which were apparent in the last EHRM update from the VA-OIG a year ago!  Like the CLA Audit, I am thrilled the VA agrees with the VA-OIG findings, but what are they DOING to fix the problems?

FYI: the image below is a year old, and comes from the last major update to the EHRM.EHR-VA-OIG

?u=https1.bp.blogspot.com-aqaqk18MHoEWRHHsCi_TyIAAAAAAAAAXc7hY4JQuyylIQHYudoR8sbezGZntic4SSwCLcBs640Betrayal2BSayings2Band2BQuotes2Bwww.mostphrases.blogspot.be.jpg&f=1&nofb=1There is no excuse for behaving like the VA’s bureaucratic legions behave.  Bureaucrats, from the city government (including the school board) to the Federal Government, you hold a sacred trust to act better than you are currently performing.  I refuse you any leeway for acting like pompous overlords when you are paid through forced taxation!  You have trespassed upon my patience and kindness long enough, and the day of reckoning has arrived.  You work for me; you work for every taxpayer and citizen in this country, and you have violated our trust, charged us too much and too often, and if you do not begin to show yourself worthy of the sacred trust, we will force you from your cushy jobs and hold you liable for the monies you have squandered!  The law is on our side; you need to begin showing you honor our trust and investment forthwith!

© Copyright 2022 – 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.  Quoted materials remain the property of the original author.

Asininity, Stupidity, and Ridiculousness – Hell from Human Resources

As a human resources professional, I know the ineptitude and despicableness from both sides of the HR desk.  It is time to think, way outside the box, and all I ask is for your consideration of the proposed idea.  I know I am not alone in desiring a better path forward; here is a suggestion.

For my entire career, military and civilian, I have stood for what is right, fair, and equitable.  I hate bullies and detest bureaucrats creating problems to protect their power and ego, especially at the expense of others.  Nothing, absolutely NOTHING, gets my blood boiling faster than to experience “This is the way we do things here” thinking!  Today, I will expose some worms to sunshine and see if we might fry them from the soils of productivity and free the captives.

Two weeks ago, I applied for an internal job posting advertised since April 2020.  Not only am I highly skilled, well qualified, and possess the academic and experiential knowledge for the role, I also have performed this role multiple times.  My supervisor’s boss told me, “Nothing stops you from applying.”  This is the subtle way of saying that you will not be considered for this role because you were hired at a lower pay grade; you are not “humbled enough.”  Today, I was told more information, “You have to pay your dues at this company before we consider you promotable.”

What does “promotable” mean; it is the personal opinion of my supervisor and his boss who have to give their blessing on my knowledge, skills, and abilities.  Essentially I need a gold star in my copybook before they will look favorably upon my promotion.  Please note, I am not trying to weasel a different position; simply be considered honestly for a position I can compete with anyone for and compete well.  Want a kicker?  There are two ways to be considered for promotion:  1. Leave the company and “boomerang” back.  2.  Win approval from your leaders for that gold star and blessing, then compete against external and internal candidates for the position.

Consider this for a moment; enough people have felt punished by HR, their bosses, and the intransigent stupidity in the promotion process and stuck in their roles that they have intentionally left the company, then applied for the job they are qualified for, and won that position.  The company calls these people “boomerangs.”  They treat them as second-class citizens, and promotions are even more challenging for a “boomerang” than they originally left.

Upon higher into my current role, I was told several stories of people who did incredible tasks for the company and were refused promotions they deserved because the leaders never set up a promotion path with HR.  Why did these leaders refuse to set up a promotion growth path; because my department was being right-sized for a technological solution until it was discovered that technology could not replace the people.  Now, everyone is stuck; they cannot promote or afford to quit and return, and the political situation is unbearably ridiculous!

When I write about leadership failures, I write from deep experience in fighting stupidity, asininity, and ridiculousness in human resources.  There is no excuse for a leader to pacify down and plead up to look better for the next promotion.  Yet, today I was told, “you have to pay your dues; working here is ‘humbling.’”  So is joining the military and having Congress halt all promotions in your field because they feel it is a “good path for the military.”  It was stupid then, and it is still stupid now!

Hell from human resources includes some new verbiage gaining traction from the politicians, and frankly, this is a conversation begging to be had.  What are the employees in your organization, valuable, worthwhile, lazy, useless, human infrastructure, or individuals?  Choose your adjective, and I can tell you what type of leader you are.  Worse, I can forecast just how bad your business will treat everyone and how fast your company will die horribly!

A customer of mine told me I was crazy and full of “baked beans.”  They are bankrupt now, their employees all left with a horrible taste in their mouth for authoritarianism, tyranny, and oppression in their employer.  The red tape bureaucracy in human resources was such that to “avoid risk” in human resources (HR), the lawyers convinced the owners to design HR in such a way as to micro-manage to the Nth degree.  Too many HR departments are making the most egregious mistake in treating independent thinking adults like pre-schoolers in pre-K classes.

Unfortunately, the IRS supports the HR departments acting in this manner, and Congress continues to fund and increase the budget of the IRS to exasperate this situation further.  The powers of the IRS have been a recurring topic, and additional insight from those articles can be found in the links provided.

Would you like a solution to the fifth ring of Dante HR insanity?  FIRE Human Resource professionals.  HR is comparable to the man who discovers solutions to problems he creates after demanding everyone adopt the solution.  The fundamental treatise upon which HR justifies their existence is flawed and presume that humans need controlled.  However, if the IRS got out of dictating how to treat employees in the employer/employee relationship, HR would not be required!

Consider the veracity of returning HR to Dante’s fifth ring; every business already possesses human capital, structural capital, and relationship capital as part of its intellectual capital.  Intellectual capital makes your business different from your competition and is central to the knowledge management process.  Please note, HR did not build this for your company; like the government, HR has never been more than a “necessary evil” at best.  Creating processes and procedures that protect officiousness while punishing productivity and talented people.

How much does an open position cost an organization?  The honest and straightforward answer, nobody can quantify this number due to a mixture of variables.  The closest one can get to an estimate is between 3 times and 15 times the annual salary of the open position.  Why is this so difficult to quantify; here are some of the variables in the equation.  Please note that the human potential element, or the individual’s talents occupying the position, can never be quantified.

        • Annual Salary
        • Training
        • Salaries for those doing the job while the position is open
        • Loss of production from the position available and those covering the open role responsibilities
        • Organizational memory loss from the person leaving
        • Onboarding costs (advertising, interviewing, hiring)

Imperative to removing the minions from Dante’s Fifth Ring (HR), the organizational dimension’s seven S’s must be understood.  Leaders must constantly balance strategy, structure, systems, staff, skills, style, and superordinate goals.  When HR is involved, balancing staff, skills, and style is crushed under the bureaucracy and inefficient thinking of bureaucrats who must have a process for everything.  Thus forming the disconnect between humans endeavoring towards an organizational goal (business) and achieving success.

Case in point, let us return to the open positions, the job market where millions of available jobs are stagnating, and people are not going back to work.  The model has failed, and the culprits are HR and the coequally corrupt government institutions on the local, county, state, and federal levels.  Thus, anyone with eyes can see that strategy, structure, and systems have been intentionally destroyed in businesses large and small by those charged with helping understand and support staff, skills, and styles while working to achieve superordinate goals.

Businesses are out of balance; the government built that!  Human resources helped.  America needs to reverse course, and it begins with freeing the employee from the employer/employee relationship.  While some will claim this answer is too simple, how many honestly remember what America was like before the Federal Government mandated how employers could compete for talent?  It is time to discover how small a government can shrink, and while shrinking, take HR with them!

© 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.  Quoted materials remain the property of the original author.

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.

 

Flexible Workspaces – Alternative Work Options

Bobblehead DollAfter my service-connected injuries went crazy in 2010 and my nerves decided I needed to be a “bobblehead doll,” I quickly realized there was a need for alternatives to commuting to an office every day and working as a traditional employee.  However, alternatives to conventional employment continue to be few and far between, primarily due to the IRS in America.  2020 saw a breakout in other options to the traditional employment paradigm, and I would like to continue this discussion to generate more alternatives to conventional employment.

Olmstead and Smith (1989) wrote what I consider to be the quintessential and sentinel book on alternatives to traditional employment, “Creating a Flexible Workspace: How to Select and Manage Alternative Work Options.”  Flexibility in the workplace is not just a Human Resources (HR) duty but is helped by having HR people with imaginations and who are empowered to be creative to keep good employees.  Flexibility is not merely limited to a wide variety of work schedules which can be offered optionally.  Flexibility in the workspace also includes on and off-site employment, and cross-training, as key fundamentals in empowering employees and driving workplace flexibility programs.  But flexibility always begins with the realization that flexibility is a two-directional relationship between employer and employee and a means for enhancing the talents, skills, and abilities already hired as part of a dedicated appreciative inquiry desire to innovate.

Appreciative InquiryQuestion

Appreciative inquiry is a growth mechanism that states that they already have enough of what a business organization needs, provided they listen to their employees.  Appreciative inquiry and common sense tell leaders who want to know and change their organization how and where to begin.  Appreciative inquiry-based leadership is 6-continuous steps that start small and cycle to larger 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.

The six operational steps of 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.

Follow 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 then become the force to building change.  Allow yourself and your team to learn, this takes time, but through building motivation for excellence, time can be captured to perform.

Call Center Agent - FemaleFlexibility and Viability – Not just Terms, but Lifestyles

Flexibility in an organization is understood as accepting change and positively using that change to grow and develop more flexibility.  Viability in an organization is where the continuing effectiveness of flexibility generates new growth markets and creates the organization’s potential to flex to meet the growth areas.  Flexibility and viability are interlinked and interwoven ideas that every employee should be conscious of and striving to enhance personally as part of their brand.

Andragogy - The PuzzleErroneously called “Employee Engagement,” flexibility and viability are the continued efforts of all employees to participate in the business’ success.  Appreciative inquiry is the sum of the efforts to flex and be viable in competition with other businesses, recognizing that the answers to your current problems are always found in listening to employees.  Please note, you can think your business is flexible enough, but when the winds of change blow, will your business collapse or grow?

For example, as a consultant and subject matter expert, I was called into a manufacturing company to improve flexibility.  The company had been around for more than 100-years, and the owners, a family business, figured they were pretty flexible.  From day one, though, it was apparent the business had stagnated, and there was no flexibility or viability left in the organization.  When the 2008 market recession occurred, the company lost 5 of its 6 operating shifts and barely survived by draining all remaining liquidity to stay afloat.  The company has limped along ever since, to the amazement of everyone who has worked at this facility.

GearsHence, one must understand the principles of viability, flexibility, and appreciative inquiry as a lifestyle of daily choices where the leadership is engaged in and listening to employees.  Failure to listen remains the number one reason businesses, and governments fail.  Who should governments be listening to; average citizens, not statisticians, not special interest groups, not lawyers and political cronies, the people who voted them into power.  Who should businesses be listening to; their employees, not customers, not vendors, not shareholders, all of whom need to have a voice, but the front-line employee has answers.

Realities versus Fiction

Having worked with many a small businessperson across the continental US, the smaller a business understands the need to listen to employees, but the bigger a company becomes, the less desire they have to listen to anyone, let alone employees.  This is a reality.quote-mans-inhumanity

The fiction is the proclamation that the customer should be listened to, the shareholders know what the business needs, or the vendors have essential information for the company.  While all have a seat at the table, the front-line employees remain a wealth of information generally untapped, unused, and depressingly denied the ability to help.  As a consultant, I spend most of my time listening to the employees, then presenting their ideas to management.  I have never claimed another employee’s ideas as mine and never will.  Yet, I know too many consultants whose ethical and professional brands might be slightly less demanding than my behavior standards.  This also is reality, watch the ethics of a consultant; if they waiver, there is duplicity nearby!

Creating Flexibility in the Workplace

As an industrial and organizational psychologist, I affirm in a language most somber that no single tool will be a “magic bullet” for fixing employee concerns and building flexibility and viability.  Holistic solutions are not just a current “buzzword,” but an actual truth.  The solutions must grow from an apt quote from Captain Jack Sparrow:

“The only rules that really matter are these: what a man can do and what a man can’t do. For instance, you can accept that your father was a pirate and a good man, or you can’t. But pirate is in your blood, boy, so you’ll have to square with that someday. And me, for example, I can let you drown, but I can’t bring this ship into Tortuga all by me onesies, savvy? So, can you sail under the command of a pirate, or can you not” [emphasis mine]?

People ProcessesWhat can your company do, and what can your company not do?  Between these two extremes are a lot of different possibilities, opportunities, and areas for exploration.  For example, as a call center, can you home shore your agents?  Maybe the technology is there, but are the legal questions regarding data security and safety open to home shoring?  What about contingent employment, where you use knowledge vendors to fill in during peak times, thus allowing your call center to flex off and not have to work overtime so much?  Would your call center do well with phased retirement, partial retirement, or voluntary reduced work time programs?

Each of these options builds flexibility and viability, but they come with consequences, and the valuation of those consequences should include input from the front-line employees.  For example, a call center I am familiar with used to have stepped departments, where a rep could learn the basics, then promote into the next higher step.

3-direectional-balanceExcept, the model was broken by HR, and the depth of available personnel dried up.  Thus, the call center went to a universal agent model, where all agents were expected to know all the different departments and steps and act accordingly.  The universal model was sold as a cost-saving measure.  The employees did not like the new model as all the business processes were built on the old stepped agent model.  The universal model failed, the company could not afford to return to the stepped model, and knowledge was walking out the door at an exceeding pace.

The answer was to listen to the front-line employees, but it took more than five years and ten different consulting firms and technology firms to reach this point.  But the cost of lost potential sales and lost business knowledge is still hindering this company from a full recovery.  Why; because the change that broke the company has never been fixed, just plastered over, and the universal agent approach destroyed organizational trust between employees and the employer.  Decisions have consequences, and if you do not know what your company can do, you do not know what your company cannot do; especially, if you refuse to listen to the front-line employees.I'm not listening - boring :: Funny :: MyNiceProfile.com

What will your employees do?  What are your employees already capable of doing if provided the opportunity?  Where is the focus in your company, customers, vendors, shareholders, or employees?  Why?  Who of your employees can you absolutely trust to accomplish a task?  How do you know that employee is trustworthy?  What makes that employee happy to return to work every day?Michael Shurtleff quote: Listening is not merely hearing, it is receiving the message...

When you listen to your employees, honestly and openly communicate with them, and know the why to share the why your employees can work marvels you could not believe possible.  If you desire flexibility and viability in your company, build it!  One employee at a time using imagination, honest communication, and build organizational trust.  You will be surprised at how often the answer to improving your company doesn’t have a dollar sign but a living person and a debt of gratitude.

Reference

Olmsted, B., & Smith, S. (1989). Creating a flexible workplace: How to select and manage alternative work options. American Management Association (AMACOM).

© 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.

Loyal Oppositionists – A Leadership Principle Requiring Focus and Explanation

ToolsThe last time I discussed being a loyal oppositionist, I am afraid people missed the point.  Apparently, the thought absorbed was that only a person could be a loyal oppositionist in politics, which is incorrect.  Thus, I am revisiting the principles of choosing to be a loyal oppositionist.

Loyal Oppositionists

It is less that you are an adversary and more that you are someone with an opinion that (although frightening to me) might in some way enrich my own. And if I raise myself to being a partner with you on this mutual journey of ours, and if I refuse to bow to the posture of being a frightened adversary as you intersect my journey with a journey different than my own, we can profoundly change what we would have otherwise both died wrestling over.”  ― Craig D. Lounsbrough

Webster defines “Loyal Opposition” as “a [person] whose opposition to the party in power is constructive, responsible, and bounded by loyalty to fundamental interests and principles.”  If we are ever in a position of power, we, the loyal oppositionists, stay mindful of our actions, responsible and accountable to those who supported us to power. We remain true to the organization’s fundamental principles, giving us the privilege to serve as a leader.

Lemmings 5Loyal Oppositionists never use violence to control the thoughts of others.  We refute ideas with more potent ideas.  We employ words, conviction, and confidence.  We love the freedom found under the “Rule of Law.”  We are constructive in our comments, truthful, and we research and report, even if it means we must improve our individual actions to meet our ideals.  Now, more than ever in American History, America needs loyal oppositionists to step forward, answer the call, and defend liberty against the tyranny thrust upon us.

You see, the point is that the strongest man in the world is he who stands most alone.”  ― Henrik Ibsen, An Enemy of the People

Principles of Loyal Oppositionists

Trust is earned, respect is given, and loyalty is demonstrated. Betrayal of any one of those is to lose all three.” – Ziad K. Abdelnour

Thus, the first principle of loyal oppositionists is to adhere to and commit to understanding this basic equation.  Failure to know and live this basic equation means loss of leadership, wasted resources, and chaos.  Important to note, these principles come before being “constructive, responsible, and bounded.”

Exclamation MarkWhile not precisely a ranked principle, a person’s character is witnessed; they are not spoken, not listened to, observed, and judged by others.

You can easily judge a man’s character by how he treats those who can do nothing for him.” – Johann Wolfgang von Goethe

Like trust in a relationship, a person’s character is built upon mutual experiences, time, and consistent behavior.  Loyal Oppositionists understand the power and reputation inherent in a person’s character; they are slow to judge, quick to observe and create their own opinions about other people’s character.  Realizing that a person’s character is built, allow yourself and others time to get to know your character.Virtue

The following cannot be stressed enough:

Loyalty means nothing unless it has at its heart the absolute principle of self-sacrifice.” – Woodrow Wilson

Self-sacrifice is not equivalent or comparable to being a floor mat for everyone to walk on.  Self-Sacrifice is all about knowing the why and being a volunteer.  Not to the point of burn-out, and not to inflate an ego or anything other than an honest desire to render assistance to the best of one’s abilities.  Loyal oppositionists want to help!  Failing to understand this mental desire is the number one reason why loyal oppositionists lose positions, roles, and employment.  Leaders, do you know who to trust as a loyal oppositionist?  Do you know how to use a loyal oppositionist to advance ideas to solutions?

DetectiveConfucius makes a powerful statement here for loyal oppositionists and their leaders.

Base yourself in loyalty and trust. Don’t be companions with those who are not your moral equal. When you make a mistake, don’t hesitate to [admit and] correct it.”

How often has a team failed in competition because one team member has the moral integrity of a louse and the entire team suffers, without ever knowing why they keep losing?  Consider your favorite sports teams, how many make the news for acting without moral integrity, and you can answer the first question quickly and easily!  Doubt this fact, pick a team, any team, any sport, and job, and you will find the truth glaring at you.  Morality matters!

Leaders…  Never Forget

We must not confuse dissent with disloyalty. When the loyal opposition dies, I think the soul of America dies with it.” – Edward R. Murrow

Remove America, insert your company or branded organization, and you will find significant truth in the statement from Mr. Murrow.  Dissent is defined as concluding contrary to the majority, expressing an opinion different from prevailing opinions or an official position, or simply a disagreement.

cropped-bird-of-prey.jpgI was working in a call center for a prominent online adult educator, where I questioned the software being changed and the rollout of the new software system.  The software would not be finished and thoroughly user-friendly for an additional five years after the initial rollout.  I expressed my dismay at rolling out a partially completed product when time and energy should have been put into finishing the software before rolling it out for all the employees.  My director felt this was disloyal to the organization, trumped-up fallacious claims, and wanted to punish me for disloyalty.  I walked out of that job; I was not disloyal then, I am still not disloyal to the brand.  I am not loyal to that director or the supervisor who craved a promotion and signed off on my being punished on fallacious claims and charges.

Mr. Murrow’s point is extremely critical for leaders and followers to embrace.  Loyal opposition lives as long as leaders, and followers, agree to disagree.  In the middle of two extreme points, truth is found, solutions improve, and people are built.  Thus, loyal oppositionists’ value is the second point in an extreme to aid in changing perspectives and building a better product, service, country, or nation.

Knowledge Check!While killing loyal opposition is most visible in the political spectrum where partisan politicians cannot agree to disagree and work together, the problem with killing loyal oppositionists is everywhere.  From sports teams to board rooms, to political forums to every business, refusing loyal opposition has become the disease we are strangled with.  Some try to blame communication skills, others try to blame the “speed of business,” others will use one of a thousand other excuses, but as the axiom goes, “Excuses are like butt-holes, everyone has one, and they stink!”  Embrace your loyal oppositionists and allow them to help you!

© 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.

NO MORE: “Constructive Criticism” – Killing The Lie!

Bird of PreyPoerksen (2010) provided sage counsel regarding how language plasticity leads to tyranny. Unfortunately, when discussing criticism, the tyranny of “constructive criticism” is displayed, and it is time for this lie to end, permanently!  Let me state, for the record and unequivocally, criticism never constructs positive behaviors!  Criticism doesn’t change simply because an adjective attempts to make criticism less harmful.

Criticism

Criticism defined, provides key insight from the common definition, “The expression of disapproval of someone or something based on perceived faults or mistakes.”  Disapproving based upon perception and expressed through words, looks, actions, and behaviors; this is criticism, and the best people in the world to criticize are the British.  IIf I call the British extremely critical and claim that is a compliment to the residents of the British Isles, those in Scotland and Ireland will understand, and no adjective in the world can make this criticism “constructive.”  As a point of reference, I draw this conclusion about the British from history, but knowing that does not make the criticism less accurate or less painful. On the contrary, I think the British have come a long way in changing their critical behaviors, actions, and manners and applauding them for their growth.

NO FearThe remaining definitions in the term criticism expand nicely upon the point that criticism and being critical can never be “constructive.”  “The analysis and judgment of the merits and faults of work.”  “A person who expresses an unfavorable opinion of something.”  The etymology of critic, which is the root of criticism, comes to us from Latin criticus, from Greek Kritikos, from kritēs ‘a judge’, from krinein ‘judge, decide.’  Never forget criticism, or the act of being critical originates from personal perception, a choice to be judgmental and critical.  The intent is to pass judgment upon something, someone, or someplace with the intent to cause personal harm or sway the opinions of others.

Constructive

Being constructive is “serving a useful purpose, or tending to build up.”  As noted above, criticism cannot be constructive because the adjective “constructive” is the polar opposite of criticism, which tends to tear down, demean, and depress.  Yet, when business leaders begin to write annual reviews, they are told to constructively criticize their employees, to sandwich criticism between praise to make the criticism less painful, and to construct comments in a manner that showcases strengths while not dwelling on the criticism.  Why; because this is the “scientifically approved” method for leadership, provide “constructive criticism.”  Except, criticism is a personal opinion and can never construct anything!

Why are we discussing criticism?Why

09 June 2021, in my company email box, I received an email, considered a “Thought of the Day,” from no less an auspicious source as the Diversity, Equity, and Inclusion Department (DEI).  If anyone knew the damage of tyrannical language, I would think those in DEI would have a clue.  Yet, by their email, it is clear that DEI continues to drink the Kool-Aid and act the tyrant where language is concerned.  The email attempts to define destructive criticism and constructive criticism and then provides steps for distinguishing between the two forms of criticism.  Completely forgetting that criticism can never be constructive and will always be destructive.  From the email, we find these two fallacious concepts:

      • Destructive criticism: is undermining and can cause harm. There is no upside or way to positively spin what is said/written because the critic does not have your best interest at heart. It is destructive criticism that gives people fear of criticism in general.
      • Constructive criticism: is designed to be helpful and is based on valid facts/observations. It’s meant to help you grow and become stronger. It’s not always positive, but it can help you to see things in a new light. The critic almost always gives it based on their experience and genuinely wants to help out.Anton Ego 4

Using the definitions provided, can you see the tyranny?  Are the problems with plasticizing criticism behind the adjective “constructive” evident?  Do you understand the term plastic language and how plasticizing a word can destroy a person? Finally, ask yourself, does the professional critic write to “help the subject” of the criticism out, or do they criticize for another purpose entirely?

undefined1960, Doris Day’s movie, “Please Don’t Eat the Daisies,” has a character who moves from being a professor of acting at a college to being a theater critic.  The movie is a comedy and delightfully shows the problems with criticism.  Better, the film underscores how criticizing never leads to constructing a person, a reputation, or an industry.  A more recent example of the problems with criticism can be found in the Disney/Pixar animated movie “Ratatouille.”  Anton Ego is the critic of restaurants, and his name strikes fear and dread into the hearts of the cooks and chefs in a restaurant.  Anton Ego is a tyrant who employs criticism as a tool for his own ends.  The final criticism of Chef Gusteau’s Restaurant near the end of the movie is a stunning example of how criticism can never be constructive!

Bait & SwitchFrom the DEI email, we find something very interesting in the Constructive vs. Destructive questions; the lack of the term “criticism” in the constructive criticism questions. Instead, criticism has been subtly changed to “feedback” in every place the term criticism should reside. So, for example, the first item under constructive is stated, “Feedback and advice from others are essential for growth and success.  Look at criticism as a learning opportunity.”  Better still, the third item in the constructive list states, “Detach yourself from criticism.”

Your ability to understand and refuse to play word games promotes operational trust in an organization, brings stability to teams, and establishes you as a person willing to learn.  Learning thwarts tyranny, and the tyrant has to give ground.  Never lose the moral high ground!

Knowledge Check!Fighting tyrannical modular language, or the plastic word games people play to control an audience, I suggest the following:

        1. Question terms used—demand logical answers.
        2. Know words and definitions; if unsure, ask SIRI, look the terms up in multiple dictionaries, but don’t rely upon one source for an explanation.
        3. When in doubt, practice #2, then #1 until you are less confused. I have found those working to plasticize words cannot stand scrutiny.
        4. Sunshine disinfectant works when tyranny is found; put the tyrant in the sunshine and watch them emulate a vampire in the sunshine!

Freedom requires a willing mind and a courageous heart; you are never alone when you take a stand against tyranny. So stand and watch the tyranny begin to fall like a rock slide.  Be the tiny rock that starts something big!

Reference

Poerksen, U. (2010). Plastic words: The tyranny of a modular language. Penn State 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.