Before we get started it should be noted that these articles are designed to stimulate conversation and ideas. Short enough to read without taking up too much time. Pushback and dialogue are encouraged especially as it relates to differing environments.
Navigating the web of an organization can be challenging, regardless of how familiar or how long you may have been with your organization. What makes it so challenging is that organizations are like living organisms; they are made up of people who reflect the cell structure of the organization. But unlike cells, despite that we may have specific functions in an organization, we don't (unlike our biological cells) perform the specific function we are designated to perform, the way we are expected to perform it, without applying our own rationale. Ahhh herein resides the problem- our own rationale.
Animal cells are amazing organisms. Case and point, when the body incurs an injury, the body's system immediately transmits messages for the cells within that organ to begin reparation. Get a cut, and blood clotting and tissue reproduction immediately begin. Until your final moment as a living being, your cellular structure is on guard 24 hours a day, non-stop. It is truly amazing. In fact the only flaw is that those organisms are subject to infections. And yet even that function seems perfect, for without mutation as part of our evolutionary process, we would have perished long ago. Genetic mutation allows us to adapt to ever changing environments; hence our success in the food chain. Certainly by now you know where we are going with this. We, having dominion over our cells but thankfully are not able to control their function or we would most certainly destroy them. Our inability stop them from doing what they are amazingly designed to do is what our system so perfect. So what is our dilemma?
Creating an organization that can navigate changes expected or unexpected is crucial to the organization's ability to thrive. Keep in mind we are referring to organizations in general and not business specific. Even during lulls in the cycles of an organization, a healthy organization has created the stamina that allows it to work its way through these cycles. That stamina come in the form of high performing individuals who assume additional tasks (also the reason why they should not always be working at full tilt during normal circumstances when they can us that energy for innovation-- more on that in a future article). Other attributes necessary for navigation include preparation, awareness, just to name a few.
Preparation is a constant process that ranges from strategic plans to ongoing training and development. Strategic plans are important because like our biological system, mutation is eminent. No organization remains the same, with the same needs, or functions in the exact same environment. The explanation for this is simple, as new products, elements, or activities are introduced, new levels of needs and new levels of thinking emerge etc. These new needs then force better performing products or services to meet these new needs. Preparing your team for change is best understood in a cultural perspective. In technology change is rapid, where as in a hospital setting the changes are less frequent still just as necessary. Understanding your organizations pace of change is vital. To best address this issue, you should do an organizational assessment. An environmental scan of what people (internal stakeholders) believe about the organization helps to get a better grip on capacity for change among team members. Withing the context of a strategic plan, you may want your team to significantly increase their ability to change to remain competitive. This is when you are making a big ask of the entire organization; it requires a huge commitment from the Board of Directors through people on the front line. You new belief system is based on the integrity of this work being tested, resilient and on point. On a smaller scale, preparation may simply mean maintaining communication, receiving updates, developing a constant awareness of decisions that affect your operation (without micro managing). All of these attributes speak to the culture of your organization. Examining your culture will help the leadership understand not just who is working for the organization but how they work and what drives that how. This is the essence of organizational culture.
The simple cycle of change is more like maintenance (kind of like the cells in your body on standby). Everyone is carrying out their function effectively, and passing along information up and down the chains of command. When glitches arise that require a simple fix, able-bodied individuals who you hired, believing that they are competent to not only do the work, but meet the emerging needs, both troubled and trouble-free events, kicking into action-- that's right just like our cellular structures. We won't elaborate too much on this because 1) there is lots more to say and 2) if your organization is functioning well these things are relatively self evident. Still it is important to understand how your organizational system is functioning. Navigation during this mode of operation is really about awareness for red flags that can result in more catastrophic events. Readiness is always the key and a competent team with targeted development is what is most important. Targeted development should be geared towards what is on the horizon which helps drive innovation.
Effective navigation internally will help the organization maintain readiness for change whether it is related to staffing, competition, or growth. All members of the organization should have a thorough understanding of the connectedness between their departments to deepen their understanding of what navigational changes may affect what they do, helping them adapt accordingly.
Beginning with our next article we will follow the format which lead you here; looking at business, institutional, and political realms as case study models of leadership in action (or inaction as the case may be).
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