Systems Thinking Navigating Through Complexity. How to Implement Internal Mediation Services. May 13, Karen Delaronde

Transcription

1 Systems Thinking Navigating Through Complexity How to Implement Internal Mediation Services May 13, 2008 Karen Delaronde

2 Introduction: I work in Staff Development and Organizational Change with Regional Human Resources. Our department looks after all non-clinical education. We have a core set of programs that we offer including regional orientation, creating respectful workplaces, team building, effective feedback, as well as a management development program. In addition, we develop and facilitate customized programs to meet client needs/requests. We receive many requests for service related to teambuilding and helping dysfunctional teams. We currently do not have an internal mediation service and these requests are contracted out to external providers or are handled informally through Managers or Human Resources Advisors. I am pursuing my Certificate in Conflict Management through the Alberta Arbitration and Mediation Society. I anticipate that I will complete the certificate requirements by the end of 2008 and will be able to provide internal mediation services within my organization. My reason for writing this paper is to apply the Systems Thinking Model to the development and implementation of internal mediation services. Systems thinking focuses on understanding the interconnectedness of all aspects of the system, and the impact of decisions and actions in both the short term and long term. As a result, systems thinking allows you to recognize patterns of behaviour, and the underlying assumptions, that keep the system dynamic in place. Once you are able to recognize these patterns and assumptions, it becomes easier to identify places in the system from which to take actions that can change the system (p. 3). Systems thinking is an effective method for analyzing a current situation or problem and coming up with new or untried solutions/options and for analyzing and implementing a new opportunity within an organization. This process requires systemic practice, which is thinking and acting in a critically conscious way. To understand and work effectively within complex systems, we need Page 2

3 to be critically conscious of what we are doing, as well as how what we are doing is affecting ourselves, others, and the system dynamic (p. 3). To do this, I am going to review my current organizational operational system, a pattern of connection between what people are doing, and how what they are doing affects them, others, and the system dynamic. An operational system is created and sustained by patterns of underlying assumptions and behaviours (p. 3). It s also important to understand the mental models or the stories we tell ourselves that create patterns we live... in other words, the ingrained assumptions and beliefs that lead to action (p. 4). When we use patterns to examine the stories, we may be able to see a larger part of the system, and hypothesize what might have created that system. This is a key part of systemic storytelling (p. 19). Systems thinking and mental models will help me understand what is currently happening within my organization. I will also be completing an opportunity analysis on how to implement internal mediation services, to examine an opportunity, so that you can have as much information as possible with which to work when you define the desired future system dynamic (p. 188). Situation Analysis ( examination of a situation to understand things better p. 150): We currently do not have internal mediation services within our organization so I will be completing a situation analysis and an opportunity analysis to come up with a plan to implement and provide them as part of our regular departmental services. Non-Negotiables are things that you are not willing, or not able, to change (p. 104) and for my opportunity analysis, they include time, resources (what and how), staffing (who does what), workload distribution, department capacity, budget/costs, department direction and focus/priority of the organization. Naming non-negotiables sets aside what you believe you cannot change, so that you can focus on what you can change (p. 104). Page 3

4 What is working? The response to this question will eventually lead to examples of the positive archetypes that are occurring in the operational system (p. 105). Archetypes are system patterns that describe possible reasons for a system s dynamics, and for people s behaviour in that system (p. 20). Positive archetypes are desired system behaviours. I do not know what is working in the current organizational system. What is not working? Responses to this question may help to understand the weaknesses in the system dynamic. These are also indicators of negative archetypes (p. 153) or undesirable organizational behaviours. Although conflict is normal within any organization, it can be managed in such a way to support staff, management and the organization. This is not happening at the moment. Front line staff, management, and human resources do not have the skill set. It is often Managers or Human Resources staff that provide informal mediation to assist in conflict resolution which provides short term fixes but the long term issues remain. My department hears about many dysfunctional teams as evidenced by the requests we receive for workplace respect and conflict resolution training. Often only a few employees are involved; however, the request comes for the whole team. This can be seen as remedial and can create negative feelings amongst the other staff who feel they are being grouped in with the few disrespectful staff. This can and does lead to staff turnover which compounds our staffing shortages and has a negative impact on the organizational culture. What will happen if nothing changes? This is a critical question that can help you determine if this situation is worthy of being examined (p. 153). At the present time, issues are not dealt with effectively. Retention will become a bigger issue as most people do not like to work in negative or poisoned work environments. The organization s reputation may also suffer. What day is this situation in terms of time delay? Time delay is a way to measure the effect of a problem over time (p. 60) and can be drawn as an exponential curve. If you are on Page 4

5 days 1 to 15, you need to monitor for the negative side effect signals that are telling you that there is a problem. This will take careful planning and attention to any possible side effects that may arise from your intervention (p. 63). The best use of time delay is to recognize the indications of problems when you are on day 5, insisted of waiting until you see the indications in full bloom on day When you do not consider time delay, you may think that nothing is occurring. As a result, you may become inpatient and act impulsively, possibly creating more problems (p. 63). A complex opportunity follows the same time delay curve as for the complex problem. But there is a difference in how time is perceived when dealing with a complex opportunity. The way we deal with time delay has to do more with our sense of time than with the time something actually takes, or where a problem or opportunity is on the time delay curve... With a complex opportunity, days 25 to 29 indicate a cascading reaction in which positive results suddenly appear (p ). Since we do not have this service, we would be on day one of time delay. For each archetype, I will provide a definition from the Navigating Through Complexity Systems Thinking Guide and an example of how it is occurring in my organization. Negative Archetypes: Department: A spinning archetype is like a rotating coin that shows both sides of an archetype s paradoxical nature, positive and negative. There is a spinning Archetype of Limits to Success (I will succeed by continuing to do more of what I am doing now) and Plan for Limits (I will experience more success by planning for, and dealing with, limits): our Creating Respectful Workplaces (CRW) program is designed to provide awareness and is not designed to measure behavioural change. Staff is sometimes sent back for this training or they are sent on other Page 5

6 related courses as remedial training for displaying disrespectful behaviour. There is no real behavioural change and no new conflict resolution supports are provided. Tragedy of the Commons (everyone involved is highly dependent on the common resource, because all are accustomed to the benefits): Managers and Human Resources Advisors are seen as the central resource for helping staff resolve conflict. Sometimes, external consultants are brought in as well. Staff Development is often requested to assist in these areas but with very limited capacity. There are two facilitators and one director who provide training/facilitation support and I am the only one developing mediation and conflict resolution expertise. Fixes that Fail (fixes that have worked in the past are no longer working now): staff are sent back for training and I have provided some one-on-one conflict coaching as well as refresher courses on Workplace Respect for various departments. There is no long term behavioural change or skill development. Attractiveness Principle (you are trying to meet everyone s needs, but finding it difficult to meet their needs): as a service oriented department we will say yes and will take on more workload to the point where demand exceeds capacity. Shifting the Burden (if your fix does not work, you shift the blame elsewhere): we will bring in external consultants and they are sometimes blamed when things do not go as planned. Drifting Goals (you are experiencing a gap between your current results and the desired goals and standards): sometimes standards are lowered to meet demand. Less time is spent on needs analysis or design. Growth and Underinvestment (I can deal with the limits by exerting a heroic effort, and/or asking others to do the same): heroic effort is undertaken to meet current client needs. Page 6

7 Organization: Fixes that Fail: Managers and Human Resources Advisors do the best they can to resolve conflict and may not have the proper skill level to achieve long term results. The cycle tends to repeat itself. All staff may be sent for remedial training rather than dealing with the few who are central to the issue. Accidental Adversaries (you are experiencing an increasing level of conflict): staff are frustrated that management does not do anything to resolve the issues and management are frustrated with staff that they are unable to resolve things amongst themselves. This may have a negative impact on the organizational culture resulting in poisoned work environments. Escalation (actions may be making the situation worse, or not producing desired results): staff do not feel supported or may not have appropriate coping mechanisms and may respond in kind to disrespectful behaviour. A map of the negative archetypes and how they relate to one another is included in Appendix A. Positive Archetypes: Department: Strut your Stuff (you work collaboratively with others in our community to identity and work with each other s area of uniqueness): once my training is completed I will be able to provide mediation services. My Director and I have talked about building on my strengths, one of which is facilitating conflict resolution. Fixes that Work (I can spend the time to find the long term solution): we can provide internal mediation services and teach the skills so employees have greater capacity to resolve issues on their own or with the assistance of an internal mediator. Page 7

8 Cooperative Partners (all parties are clear about the ways in which the relationship is beneficial to all and what that requires from each party): our department would provide the meditation services and all involved parties are at the table. We have a clear understanding of what and how mediation services will be provided. Win/Win (you are creating win/win situations): mediation will assist behaviour change at the individual level. We will see more effective conflict resolution in the workplace. Organization: Win/Win (you are communicating openly with others, and considering diverse perspectives and points of view): the organization will win as the culture shifts to a more respectful environment. Staff feels supported and empowered to resolve issues. A map of the positive archetypes and how they relate to one another is included in Appendix A. Summary Statement of Situation Analysis: We do the same things over and over again expecting them to change staff behaviour i.e. that conflict will diminish and staff will be able to resolve conflict on their own or with minimal support from their Managers or Human Resources Advisors. Managers and Human Resources Advisors try to resolve these issues with mixed results. They may not have the skills to assist in getting to the root of the issue and supporting behaviour change. Consultants are brought in and may achieve short term results but there has been no long lasting change. Staff Development continues to receive requests for support because things are not working. Managers and staff are looking for help and we have very limited capacity to support them. Opportunity Analysis ( Take advantage of an opportunity or simply examine an opportunity to understand it better p. 186): Page 8

9 The opportunity is to provide internal mediation services at little or no cost. There is an ability to assist individual growth and development and to empower others to resolve conflict. This would enhance team relationships and effectiveness and would also build on my strengths. What is working well? Services are provided as needed, better functioning teams, staff resolving conflicts on their own, and there is less need for direct involvement. Staff feel our organization and management care and are providing the necessary support. This leads to better retention and more positive working environments. What will happen if we do not take advantage of this opportunity? Status quo will remain and there will be no change. There will be increased conflict and tension, increased staff and management frustration, increased turnover and a negative impact on our organization s reputation. Day of Opportunity: 15 I have everything I want. Positive Archetypes: Collective Agreement (everyone participates in conversations and decision making that focuses on the use of any common resources): parameters and guidelines have been established in how mediation services are provided. An effective communication plan has been developed and implemented. Invest for Success (you continue to invest in success by building the capacity to meet future demands): appropriate staffing levels are in place so we can comfortably meet demand within our standard work week. Cooperative Partners (all parties openly disclose, communicate, and understand each other s wants and needs): Staff Development and the Senior Director of Human Resources work cooperatively to ensure the appropriate staffing remains in place to meet demand. Managers and employees have a clear understanding of the mediation services we are able to offer. Page 9

10 Bite the Bullet (I know what I need to do and I m willing to do it; you commit enough time and effort to identity and implement long-term solutions): I have set up a framework for mediation services and am able to manage it effectively. Be Your Best (you manage other people s expectations of you; you are able to say no when it is appropriate; you evaluate what you do for others): I decide what mediation services I can provide and by when. I am able to effectively manage my time so that I am able to do the pre-work as well as any post work. Stay on Track (you are experiencing a match between your current results and the desired goals; I am committed to staying on track, even if it means re-evaluating success): I continuously review the mediation program and make adjustments as required. I re-evaluate what is working and what is not working and make the required changes. Win/Win (you are not letting your emotions or the emotions of others, dictate your actions; I can choose to behave differently): I work for the good of the organization and am able to support employees in behavioural change and resolving conflict. A map of the positive archetypes and how they relate to each other is included in Appendix A. Mental Model that is creating the future system dynamic ( patterns of behaviour and the underlying stories told or mental models p. 2): Invest for Success: I can deal with growth requirements by investing for long term capacity. Summary statement of the system dynamic of the opportunity analysis: It is achievable because we have the collective agreement and the parameters on how mediation services will be provided and we have the appropriate staffing levels so that I can provide internal mediation services as part of my regular work. I have been involved in the set up of the system and know the guidelines for how and when service will be provided, including case Page 10

11 development. Case development or the pre-mediation preparation is an essential part of determining the appropriateness of the service. I manage my time and have allowed adequate time for all steps: pre-mediation, mediation, and post-mediation. Employees feel supported when things are not working well and ask for mediation services or are open to mediation services as an option in resolving conflict. Unresolved conflict will decrease as the organizational culture changes. I will continue to monitor and evaluate the effectiveness of the mediation program and will make changes as required. Key Strategy and Approach and Possible Leverage Points ( places in the system dynamic at which small actions can cause large changes in the system p. 119): The key strategy for Cooperative Partners is people are coming from the best of intentions and there is open and honest communication with each other (p. 263). The leverage point is all parties are clear about the ways in which the relationship is beneficial to all and what that requires from each party (p. 263). Activities to implement the key strategy and leverage point: The first step is to schedule an initial meeting with my Director. The remaining steps include: develop a proposal, jointly review the proposal and come up with a move forward plan (time, resources, guidelines, staffing, etc.). My Director meets with senior management for approval and action. Resources are allocated and a communication plan is shared with the organization. Possible Negative Archetypes and Action to Mitigate Them (to occur within 60 days after I meet with my Director as part of the day action plan): Limits to Success: Re-define responsibilities and key areas of service. Prioritize service provided. Page 11

12 Tragedy of the Commons: Guidelines are in place regarding how, when and the timeframes in which I can provide mediation services. Once these have been established, set aside up to 5 days per month to provide mediation services as an initial pilot and review in 6 months. Fixes that Fail: heroic effort leads to burnout. As a department we need to look at how we can manage our collective services so there is ongoing value to the organization and a long term plan in place to meet all client needs. Attractiveness Principle: I am honest about what I can and cannot do. I have the management support that it is okay to say no in the immediate moment and provide alternatives as required. Drifting Goals: define the standard for mediation services and other areas of service. Collectively re-evaluate the service and adjust as required. Growth and Underinvestment: develop standards for turnaround times. More resources are approved and we clearly outline who does what. We also plan for strategic growth. Conclusion: Systems Thinking is a wonderful tool to move you away from linear thinking, a method of solving problems through deductive reasoning (p. 10) and to come up with new ways of doing things. This will have a great impact as an adult educator as I can see a different way of assisting learners to apply the principles of action learning, a process of inquiry that enhances the rate of learning (p. 294) to systems thinking. I had the opportunity to teach systems thinking through action learning to my colleague the day after our course finished. She initially struggled through the situation analysis process and was in her non-preferred learning style. By the end of our two hours she was able to see the benefits and we came up with some workable solutions to the problem we identified. Systems thinking has helped me see the possibilities of what can be Page 12

13 when we move away from pure logical analysis. It has really stretched my mind and has changed the way I approach problems. On a personal note, I applied systems thinking to my desk clutter problem and finally realized that if I had the time to worry about how the desk clutter impacted me, I had the time to address it by just doing it. I have now cleared the clutter from my desk and am feeling much better about my work space and I am better able to focus on my work rather than being distracted by the clutter. In addition, I see great possibilities in using systems thinking to facilitate mediation services. It is going to be a great way to help individuals in conflict identify the negative and positive archetypes and what s holding them back from resolving conflict. It will also help them self-identify leverage points to come to their own resolutions. As an interest based mediator, my role is to facilitate the conversation between individuals in conflict so they are able to share with each other what they need to say so they can come to a common understanding and come up with a resolution that will work for them. I also see opportunities to utilize systems thinking to the process of change management, which is a future potential service we can provide in Staff Development. Page 13

14 References: Herasymowych, M. & Senko, H. (2007). Navigating through systems thinking guide, second edition. Calgary, AB: MHA Institute Inc. Publication Page 14