Conditions for Org Change Through Social

Doors

Collaborative discovery sessions with clients reveal patterns to the environmental needs of major organizations. We’ve found that is helpful to share with clients a list of socially calibrated attributes that may prompt internal evaluation and change.

How does your organization compare with this list? Are you ready to make a transition to managing a socially calibrated organization?

The Socially Calibrated Checklist

Resources

FROM PUSH TO PULL RESOURCES

Resources need to be useful, sourced from the right players, and shared with consideration for their use.  Users need to be able to pull data/information on demand.

  • How effective is your culture at moving information and sharing so others can actually use it?
  • Have you moved past email as your primary information-sharing/collaboration tool?
  • Is there a methodology for storing, retrieving information that is available to all users, on demand?
  • Do people have time to read and actually assimilate content into their thinking? (No last minute PowerPoints right before the meeting)

FROM AVAILABLE TO ACCOUNTABLE CONTENT

All content within your company should be evaluated against these parameters: Is it Available, Accessible, Actionable?

  • Is it possible for people in your organization to seek and find content on-demand? – (learning, information, tools, resources?) (Available)
  • Does this content provide true meaning and value? (Accessible)
  • Does this content promote considered action? (Actionable)
  • Has it been developed with empathy for the reader/user?
  • Is there a way for individuals to add their perspective/expertise in a collaborative manner?
  • Is there a specific “ask” once the reader is done – What do you want the reader to do for you as a result of this? (Accountable)

FROM CORPORATE IT TO SELF-PROVISIONING AND SELECTION

Create flexibility whenever possible. Consumerization of IT, and Cloud services are helping enable a transition for many organizations.

  • Can people choose their mode of interaction, as well as their devices? (mobile, tablet, PC/Mac ?)
  • Does your corporate IT have a lock on the equipment allowed on your network?
  • Do members have devices (mobile) that allow them to interact on-demand?
  • Is IT enabled/encouraged to focus on core services instead of putting out fires?

Culture

FROM ORGANIZATION TO ENVIRONMENT

Instead of silos, is there a collaborative environment that is open, and ready for people to participate in a fluid fashion?

  • Can people form ad hoc teams around a short-term goal?
  • Is management flexible enough to accommodate these temporary teams?
  • Does the workspace allow for people to move, set up camp, collaborate, and then move on to others at the end of the phase?
  • Can people telecommute?
  • Are there flexible work hours?

FROM OBLIGATION TO CREATIVE MOTIVATION

Develop a sense of motivation, not obligation. Honor idea generation as a process, and don’t rush to “deliverable” too soon. Develop ideas in a sequence, starting with ideas in low fidelity first, and then work out delivery details later.

  • Does your culture reward collaboration and idea generation?
  • Have you established a creative sequence that rewards ideas in rough form first?
  • Are you overly focused on tactical execution and details over the quality of ideas?
  • Is it more important to put in your 40 than to collaborate freely, whenever it demands?

FROM PASSIVE BEHAVIOR TO ACTIVE BEHAVIOR

People need to transition from Spectators to Actors, and adapt an active stance to the health and welfare of the business. Every day is a chance to prove value, and to innovate.

  • When there’s a new and validated idea, do people feel enabled to proceed? Or do they look to others for support, tools, or simply permission?
  • Does your evaluation system support first-movers?
  • Is “failure” an option on the way to success?

FROM “KNOWLEDGE IS POWER” TO “KNOWLEDGE IS CURRENCY”

Share, or disappear. Sharing should be the fastest path to recognition and growth.

  • Is yours a culture of “information is power” or do people feel free to share?
  • Are your corporate sharing guidelines clear, established, and posted for all to understand?
  • Is there an internal blog or community where people are encouraged to share for the benefit of all?
  • Does your evaluation system reward sharing and true understanding?
  • Does your culture support people who are self-motivated to reach for more?

FROM STRUCTURED TRAINING TO ORGANIC LEARNING

Build an environment where people are engaged, social self-learners, and release people from the grind of endless “training” from “experts” at “seminars”.

  • Do you spend time developing training materials that no one uses? Can you evaluate the effectiveness of these materials?
  • Have you developed an environment where learning is part of the culture, and where resources are available to learn at any time, through multiple channels? (mobile, web, 24/7)
  • Does your culture support and reward anytime learning?

This list is evolving, but in our experience with enterprise clients, this has been invaluable in building dialogue with managers and employees. It’s going to take more than the application of technology solutions; considering the management and personal side of the equation will make the transition much more effective.

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