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Strategy to Action: The Power of HSD Session 4: HSD and Communications December 10, 2008 Glenda H. Eoyang, Ph.D. Jennifer Schuster-Jaeger
© HSD Institute.2 Communications Whats behind a complaint about communications? What can you do to make a difference? How can you encourage effective and efficient communications?
© HSD Institute.3 Series Goal Improve your performance as you: Manage projects Plan for change Train and develop capacity Manage performance Communicate Lead virtual teams
© HSD Institute.4 Series Overview Introduction to HSD July 9 HSD & Project Management September 10 HSD & Performance Management October 8 HSD & Planning for Change November 5 HSD & Communications December 10 HSD & Training and Development January 7 HSD & Virtual Teams February 11
© HSD Institute.5 Your Guide... Glenda Eoyang Executive Director of HSD Institute I communicate with: Family and friends Clients Students Network Colleagues I am a natural communicator, but it is hard to know what to do when natural doesnt work!
© HSD Institute.6 Your Guide... Jennifer Schuster-Jaeger HSDP Associate Manages performance Many roles: Managed workgroups, teams and projects since 1996 Varied roles a large local government organization Performance management involves three distinct roles Individual supervisor Team developer and manager Up-line management on behalf of individuals and the team
© HSD Institute.7 Today we will... Redefine communication. Identify four design criteria to improve effectiveness and efficiency of communication. Apply new learnings to old challenges.
© HSD Institute.8 Communication = Exchange Information Energy Money Signals Talk Social connection Natural resources Products And, and, and... What are the most critical exchanges in your team or organization?
© HSD Institute.9 Exchanges support Coupling Tight coupleChange in one agent causes immediate change in another. Loose coupleChange in one agent leads to sympathetic change in another. Un coupleChange in one has no observable effect on another.
© HSD Institute.10 Coupling and Predictability Tight couples >> Predictable Behavior Loose couples>> Emergent Behavior Un couples >> Random Behavior
© HSD Institute.11 Ponder this... Not all exchanges are transforming. Boundaries can distort exchanges. Time and/or distance can dissipate effects. Exchanges can form interference patterns. Agents have finite resources to commit. It takes two to tango. One exchange design isnt better than another. The question is fit.
© HSD Institute.12 Design Exchanges CurrentFuture Length Width Dynamic Direction Continue
© HSD Institute.13 Exchange Length Options Long Exchanges Loose coupling Cross boundaries Take long time Connect distant agents Tend to be: Ambiguous Unreliable Enriching Creative Short Exchanges Tight coupling Dont cross boundaries Take short time Connect close/near agents Tend to be: Clear Reliable Controlling Restrictive Return
© HSD Institute.14 Exchange Length Examples Long Exchanges Annual goals Strategic Planning performance reviews Mission/Vision Reputation Spam Traffic regulations Retirement income Short Exchanges Mgt by walking around Water cooler chat Performance feedback Physical touch Voice message Personal Stop light Pay check Return Does your organization depend on long, short, or mixed exchanges?
© HSD Institute.15 How does it work? Return
© HSD Institute.16 Exchange Width Options Wide Exchanges Loose/resilient coupling Carry many messages Include many paths Rich with meaning Tend to: Ambiguity Carry connotations Be subtle Context dependence Narrow Exchanges Tight but brittle coupling Carry single messages Focus on single path Specific meaning Tend to: Clarity Carry only denotation Be obvious Context independence Return
© HSD Institute.17 Exchange Width Examples Wide Exchanges Sharing a meal Personal relations Non-verbal signals Employee relations Cultural messages Personal appearance Tone of voice Narrow Exchanges Personal transaction Branding Contract relations Rules Standard greetings Content of words Return Does your organization depend on wide, narrow, or mixed exchanges?
© HSD Institute.18 How does it work? Return
© HSD Institute.19 Exchange Dynamic Options Amplifying Exchanges Loose coupling Keep doing... Encourage increase Increases energy Moves beyond limits Damping Exchanges Tight coupling Stop doing... Discourage decrease Decreases energy Enforces limits Return
© HSD Institute.20 Exchange Dynamic Examples Amplifying Exchanges Loose coupling Good job Rewards/recognitions Positive stories Thanks! Smiles Post-event debriefs Damping Exchanges Tight or uncoupling Ignoring efforts Punishment Scapegoats Accusing questions Frowns Lack of acknowledgement Return Does your organization depend on amplifying, damping, or mixed exchanges?
© HSD Institute.21 How does it work? Return
© HSD Institute.22 Exchange Direction Options Feed Forward Tight/uncoupling Future surprises Unknown effects Lack of fit Tends to: Waste energy Isolate the sender Frustrate receivers Feed Back Loose coupling Emerging intelligence Iterative learning Developing fitness Tends to: Encourage adaptation Connect the sender Satisfy the receivers Return
© HSD Institute.23 Exchange Direction Examples Feed Forward Memos from mgt Proclamations Top Down Mission/Vision Corporate commands Hierarchical decisions Newsletters Broadcast Feed Back Town hall meetings On-line discussions Emergent Mission/Vision Open door policy Mgt by walking around 360 degree feedback E-Bulletin Board Return Does your organization depend on feed forward, feedback, or mixed exchanges?
© HSD Institute.24 How does it work? Return
© HSD Institute.25 Interesting Websites for other resources and connections for health care applications for knowledge management applications for many different applications for E:CO Journal html for research and practice html
© HSD Institute.26 Next time we will... Consider complex human systems dynamics of Training and Development. January 7, 2008 Same place Same time What are your training and development challenges?
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