A630.9.4.RB - Hiring and Recruiting_WitteWilliam

After viewing the above video, reflect on the following questions in a well-written post on your Reflection Blog.

• Does Schmidt's description of the Google Culture make sense to you?

     Honestly, I went ahead and read the entire transcript (rather than focusing on a single section) because the video would not play for me, so my responses will reflect a more holistic response approach. 
     Mr. Schmidt's descriptions did make sense to me, and I found them fascinating.  They do not hire people simply because they know they will get along with others.  In fact, a company where everybody gets along is demonstrated to not be effective.  Google hires based upon the ability of its members to be good at what they do and get the job done. 

• Is this a reasonable way to view the work that most people are doing in your workplace?

     I would say that it is.  In my work-force, all of the officers have their own responsibilities that they must take care of and people who work for them.  We have a weekly "staff meeting" to inform the squadron commander of what we are currently pursuing or just to convey general thoughts/concerns.  This forum is a good opportunity to solicit feedback from fellow leaders, but occasionally disagreements will ensue.  Like Google, we also hire from a broad-spectrum of society.  We empower our members and trust they will get the job down on their own terms but in-line with the Air Force Core Values and mission requirements.

• As a leader, does it take courage to have and to implement this point of view?

     Being a leader always takes courage.  Periodically, you must make decisions that you feel are in the best interest of the organization even when that choice may not be popular with the people.  Courage is integral to getting the job done because one must not waiver just because an idea is unpopular.

• Could this approach backfire?

     Ultimately, it is possible for even the best-laid plans to backfire.  Google has been very successful, but it is also only slightly over a decade old.  Fame and success come and go.  I do believe that the practices Google implements now are a large reason for its success, but whether or not those policies continue to be "best practices" in the future remains to be seen.  Just like any major company, Google must adapt and change with the times.  Ultimately, this will involve variations to its current approaches.

• What can you take away from this exercise to immediately use in your career?

     These exercises have been extremely worthwhile and led to a great deal of introspection.  I do believe that the Google article may be my favorite yet.  I think that my greatest lesson from it is to realize that people do not always have to get along for the job to get done.  Disagreement may foster new ideas.  As a result, I may introduce some friendly competition into my own work center before too long.  I know that Google and the military are quite different, but I feel that many of the lessons conveyed by Mr. Schmidt would be good for any organization if they wish to reflect even a small measure of the success Google enjoys.

A630.8.4.RB - Build a Tower, Build a Team_WitteWilliam

After viewing the above video, reflect on the following questions in a well-written post on your Reflection Blog.

• Do you agree with Tom Wujec's analysis of why kindergarteners perform better on the Spaghetti Challenge than MBA students?

     The video suggests that the kindergarteners of the focus group relied on a "top-down" approach to solving the problem whereas MBA students had a "bottom-up" mentality when trying to solve the problem.  Additionally, it is suggested that the business students waste time trying to come up with the best solution, however the children dive right in to the project and try many options before reaching the best one.  While these ideas have merit and make sense, I think there may be an easier, more fundamental reason for why the kindergarteners are better that was not considered; otherwise, I agree with the proposed rationale(s).

• Can you think of any other reasons why kids might perform better?

     I think the more basic reason may be one of creativity - the children are full of it!  MBA students try to reach a solution based on what they have been taught and their experience, but the kindergarterners rely on simply ingenuity.  In this manner, I believe that education and training have actually stifled the ability of the MBA students to do the job effectively.  The students lacking a formal education were far better equipped to get the job done.

• In your view, why do CEOs with an executive assistant perform better than a group of CEOs alone?

     Although CEOs know how to make a quick decision, it is their executive assistants that constantly keep track of pertinent information and filter it for them.  Having the admins around allows them to bounce ideas off of someone that is both related to their world and apart for it.  His/her training is more practical, less about making decisions and more about the big picture.  The assistant thinks differently and is able to focus on something like "how do we do it and let's try different options" versus the executive's notion of "let's make sure we debate and pick the best option before proceeding."  This makes the admins more effective creative thinkers.

• If you were asked to facilitate a process intervention workshop, how could you relate the video to process intervention skills?

     I think that during a process intervention workshop, I would use this exercise as a model for how to effectively demonstrate the structural suggestion of open communication.  Additionally, I would demonstrate that not only must members be willing to hear the ideas of others within this structure, but they must also be willing to be men and women of action.  Trial and error are key to getting the job done, and members must empathically listen and reflect feelings to one another for the team to be effective.

• What can you take away from this exercise to immediately use in your career?

     My biggest immediate lesson from this video and exercise is the importance of trying many different options and being open to creative solutions.  It is not enough to simply choose one solution that the team thinks is best; quickly begin to implement multivariable possibilities to explore which one is actually right.  This will allow the job to get done faster and better while minimizing conflict and empowering people to be clever while trying out new ideas.

A630.7.4.RB - Mastering the Art of Corporate Reinvention_WitteWilliam

After viewing the video in the previous activity, reflect on the following questions in a well-written post on your Reflection Blog.

• Michael Bonsignore, CEO of Honeywell, states that Honeywell will not be an extension of the old Honeywell or Allied Signal. He is creating a new culture that blends the best of the merged companies of Honeywell and Allied Signal. He says that Honeywell will compensate and reward people that look for best practices from both companies in creating a new corporate culture and punish those who do not. Do you predict Honeywell will be successful?

     I think that he may be successful.  Any time a newly merged corporation seeks to bring the best practices of both entities into the new conglomerate, rather than the larger of the two simply absorbing the other into its fold, there is a greater chance of success.  However, I do find his supposed effort to punish those who do not bring best practices to the table slightly unnerving.  I think that rewarding employees for hard work, best practices, or new ideas is a powerful incentive, but threatening to punish those who do not may be a fearful deterrent from productivity.  It remains to be seen if the merger will prove successful, but I think it does have the opportunity to be just that with some slight tweaks in phrasing and methodology.

• What barriers do you see based on what you observed in the video?

     Well, some of the main barriers will be bringing in members from two different companies while melding them into one.  Even as much as they may try to preserve the "best practices" of both, one is bound to prove at least slightly dominant to the other and there will be casualties along the way.  Working together and eliminating bias will be the best way to overcome this otherwise large-scale obstacle.  The other problem they may face is an identity crisis.  Hopefully the new conglomerate can come up with set goals, policies, values, and articulate a clear vision fast enough that everyone can come on-board and work toward its success.

• What critical success factors should Honeywell consider as it crafts its organizational strategies around a new culture?

     Behavioral, structural, and technological (change) factors must be considered in relation to the new organization as its strategies are created and a new culture results.  These different elements must work together in synergy to create a new company with set values.  The biggest factors for success will be the people who work for the company.  If they are driven and the goals align with their values and perception of where the company should be headed, then it is all the more likely to find success.

• What can you take away from this exercise to immediately use in your career?

     I think the strongest factor to remember from this is that mergers are hard.  Having positive leadership that seeks to retain the best elements from the individual companies and motivate employees toward success is integral.  Hopefully, I can take these lessons and apply them within future managerial leadership capacities, especially within the world of legal firms (which is my ultimate aspiration).

A630.6.4.RB - 50 Reasons Not to Change/The Tribes We Lead_WitteWilliam

After viewing the above presentations, reflect on the following questions in a well-written post on your Reflection Blog.

• How do you react when you hear colleagues using some of the excuses listed in the 50 Reasons Not to Change graphic?

     Honestly, I wish the second question in this exercise had been asked first.  When I hear colleagues use excuses like this, it really only bothers me when their "hold-fastedness" prevents me from getting something done myself or gets in the way of mission accomplishment.  Otherwise, I am rarely annoyed by excuses such as this (partially because I probably use a great many of them).  The one that gets to me the most is the concept of "it is not possible."  Personally I like to succumb to the old adage that anything is possibly but not everything.  This pushes me to do and accomplish things that others would not even imagine. 

• Do you ever use any of these excuses yourself?

     As stated above, I certainly use many of the excuses listed in the presentation as rationale for why not to change.  The truth is that I am greatly opposed to change.  Change makes me sad.  I try to live fully in each moment and for that reason it is especially hard to give things up.  When I do change, it is either the result of necessity or because things out of my control have changed around me.  Otherwise I attempt to avoid change as much as possible (if not entirely), even to my own detriment.  Unfortunately, change is constant and in this rapidly changing world I must learn to change along with it or be swept away with the flotsam.

• How can you overcome the thinking that creates those responses to change efforts?

     I think the biggest thing that I must to is not only accept but embrace change.  If I remove the barriers within my mind that prevent me from liking and/or adapting to change, then I will be half-way to embracing it.  This will be key to my success in the future.  Another way to overcome these responses to change would be to realize that change can be good.  Bringing about change can lead to new possibilities for yourself, your fellows, and the company.  The sky is truly the limit when it comes to where change may take you.

• Do you agree with Seth Godin’s concept that change is driven by tribes?

     I am not certain that I entirely agree with this.  For one, as stated above, change is constant.  It happens whether or not its caused by a "tribe" or if we want it to occur.  Additionally, my understanding from the video was that "tribes" are a new concept brought about by the internet age.  It may be true that modern tribes bring about change, but surely this has not always been the case.  The irony of it all is that as we become increasingly interrconnected, we also become increasingly fragmented.  As trends may spread from one tribe to another, change then occurs as a result.

• What can you take away from this exercise to immediately use in your career?

     The biggest take-away for me that is of use to both my career and within my personal life is that change may be a good thing.  In fact, failure to change and adapt reflects a failure on my own part that could hurt me professionally and personally.  I will work harder to overcome my baser resistance to change and realize that I may effectively utilize coalitions of tribes to spread desired change.

A630.5.4.RB - NASA Culture Change_WitteWilliam

After viewing the video in the previous activity, reflect on the following questions in a well-written post on your Reflection Blog.

• Why did NASA Administrator Sean O'Keefe address NASA employees to describe the plan to bring about proposed changes to NASA's culture?

     He addressed them as a result of the recent Space Shuttle Challenger disaster.  It was decided that although NASA has strong values and is perceived to have a rich culture, much more could have been done to help prevent such a tragedy.  Perhaps employees had simply become complacent.  Sean O'Keefe wanted to present the results of a third-party survey on things NASA needs to do better and pave a way ahead for the organization.  Some of the suggestions he demonstrated in the video are that NASA must (1) improve its leadership in terms of heeding warnings, (2) ensure that all employees are respected, (3) have a "can-do" type attitude toward situations, and (4) be a shining example of organizational safety. 

• Was he believable? Is it important whether he appeared to be believable?

     Although Mr. O'Keefe seemed believable and passionate about NASA's cause and proud history, I as the viewer could not help but feel as though he was being made to say many of the things he presented or at least that the tragic situation had led him to this moment.  There were several non-verbal cues, such as holding his hand in his pocket, that made it seem like not an entirely "natural" speech.  Additionally, he repeatedly stated that the feedback was the result of a third-party agency survey.  By distancing the survey from NASA itself the whole speech seemed less ingenuous.  It was important that he seem believable so that employees take him seriously and act upon the advice presented.

• Why did he talk about NASA values?

     Values are key to the success of any organization.  Ideally, the decisions people make on a daily basis and overall success of a company are rooted in the values they hold dear.  Compromising values leads to a compromise in quality.  He emphasized that NASA had rich values but they need to be focused upon in all aspects of their work.  This would/will lead to a higher standard of employee productivity, equality, and dedication to safety.  Talking about NASA's values drew upon their rich history, creating a positive sense of nostalgia but also calling upon members to adhere to them to ensure that another disaster like that never happens again.

• What can you take away from this exercise to immediately use in your career?

     I think the main things that really come to light from this exercise, largely as a result of these questions, are that one must be believable and ingenuous when addressing subordinates, that it is important to adhere to company values or risk compromising that at the expense of all, and that a positive outlook on situations is important... even when faced with disaster.  These takeaways will prove important within the military context, as the problems we face are not so very dissimilar from those of NASA.  We must hold true to our roots and values as we move forward into this rapidly changing and uncertain future.

A630.4.4.RB - How Companies Can Make Better Decisions_WitteWilliam

After viewing the video in the previous activity, reflect on the following questions in a well-written post on your Reflection Blog.

• Marcia Blenko argues that decision effectiveness correlates positively with employee engagement and organizational performance. How do you think that employee engagement relates to decision effectiveness?

     I think that an engaged employee is an employee who cares.  Rather than simply sitting back and doing the minimal work required to earn their monthly paycheck, a caring employee goes above and beyond what is required of them to get the job done.  They have a vested interest in the success of the company.  Because of this interest, they will work hard to make the best decisions possible not only for their own career-oriented self-interests but because they honestly want to do what is best for the success of their corporation.  The more engaged an employee is with the company, the more they will care and the better their decisions are in the bigger picture.  They become part of a living, breathing organism and will do whatever it takes to ensure that every requirement for it is met, thereby leading to better decisions.

• What are some impediments to good decision making?

     One of the biggest impediments is one's own self-interest.  People tend to focus on the "me" aspect of their lives and what can get them ahead.  This may prove fruitful in the short-term for the individual, but it damages employee relations and will not lead to ultimate success.  Additionally, failure to see the "big picture" of how individual actions help or hurt the organization is also an impediment to good decision making.  Seeking the advice of others and becoming more goal-centric can help one to overcome such impediments as these.

• Blenko suggests that there are four elements of good decisions: quality, speed, yield, and effort. In your opinion, is there anything missing from this list?

     I think one of the key components missing is relationships.  Having a good relationship in the decision-making process leads to team-building.  It also ensures that you have somebody to turn to when needed.  I think that positive relations with co-workers and the ability to turn to someone for advice before making a judgment call are key but oft-neglected elements of the decision process.

• What can you take away from this exercise to immediately use in your career?

     My major take-aways are those of the four elements for good decisions.  I had never really thought clearly about what comprises a good decision, at least in terms of a few small (but core) components.  I think this realization will help me analyze decisions within their various subcontexts.  This will allow me to make quick, more effective decisions as a whole, while also allowing me to explore possible alternatives.

A630.3.3.RB - A Day in the Life of the Culture Committee .

After viewing the video in the previous activity, reflect on the following questions in a well-written post on your Reflection Blog.

• Is the Culture Committee at Southwest effective in establishing cultural norms?

     The Culture Committee does seem to do a good job of establishing cultural norms of exemplary service, happiness, and kindness.  However, it would take more than a 4.5 minute video for me to effectively critique the adequacy of their efforts.  It seems to me that the values and traits that the Culture Committee demonstrates in its service to pilots and flight attendants mirrors the attitudes that executive leadership would hope the flight crew then has for their patrons in-turn.  With this in mind, I would say that they do an excellent job of modeling those characteristics.

• From what you can tell, what is the purpose of the culture committee at Southwest?

     As mentioned above, their purpose is to set a culture and climate for the organization-at-large.  Not only do they undertake efforts to brighten the lives of and bring happiness to workers, but they also set the example for how those very workers should be treating their patrons on a daily basis.

• What would you see as a viable mission for a culture committee in your place of work (or your last place of work if you are not currently working)?

     Interestingly, I kind of serve on the military's "culture committee," at least insofar as it is modeled in this video.  As a Personnel/Force Support Officer, my job is to run base support functions (the dining facility, lodging, education center, pool, outdoor recreation, golf course, etc.) that have a positive impact for the base community and bolster morale.  In this way, my job is not so very different from the team witnessed in the video.

• What can you take away from this exercise to immediately use in your career?

     I think one of the things I really need to work on is positivity.  I tend to become overwhelmed by things quite easily.  Focusing on the good in my work and the people around me will positively influence my own attitude and rub-off on the people around me.  This will impact the overall base community and shape our culture for the better, especially when we are all so far from home.

A630.2.4.RB - 21st Century Enlightenment_WitteWilliam

After viewing the above video, reflect on the following questions in a well-written post on your Reflection Blog:

• Why do you think the talk is titled 21st Century Enlightenment?

     The real Enlightenment reflected a period of rapid change and development in how mankind viewed itself, technology, and religion.  It was a period of rapid discovery and renewal.  In calling his concept "21st Century Enlightenment," it seems to me that Matthew Taylor is suggesting that we are in need of just such a renaissance of thought in today's day and age.

• What does Matthew Taylor mean when he says "to live differently, you have to think differently"?

     People are constantly caught up in their own lives.  They become depressed, wishing for change but taking no means to actually achieve it.  The suggestion from the quote above seems to be that without manifesting actual changes within ourselves for how we live and think, it cannot be possible to actually live differently than we presently do.  If we wish for change, then we must first change ourselves.

• At one point in the video (4:10), Taylor argues that we need "to resist our tendencies to make right or true that which is merely familiar and wrong or false that which is only strange". What is he talking about? Can you think of an example within your company or your life that supports this point?

     I think this quote implies that humans are most comfortable with what they are familiar with and make decisions based upon that.  Similarly to changing how we think, we must also recognize that familiar tropes for how to do things just because we have done them that way in the past does not make them right for every situation. 

     Conversely, the unknown is not innately wrong.  I think about it from the context of my own job as a warrior.  It is easy to think that the old ways in which we have done business for hundreds of years is the right way, but in doing that we would be missing out on a myriad of opportunities for further development and peace.

• Taylor argues that our society should eschew elements of pop culture that degrade people and that we should spend more time looking into what develops empathetic citizens. Would this be possible?

     That is certainly a difficult question to answer!  Anything is possible, but for this to happen many people would have to be uncomfortable.  They would need to set aside the more selfish elements of their lives and instead focus on the greater good of mankind.  Eschewing the elements of pop culture that degrade others would certainly lead to a more equal world for all.  Empathy really does seem to be the key.  If people could only care for others as much as they care for themselves the world would be a better and happier place for all.

• At the end of the video, Taylor talks about atomizing people from collaborative environments and the destructive effect on their growth. What is the implication of these comments for organizational change efforts?

     Perhaps it is simply due to his British colloquialisms, but I am uncertain what is meant by the "atomizing" comment.  It seems that removing people from collaborative environments would force them to grow on their own.  But, conversely, I would say that we grow through collaboration.  In it, we are exposed to new ideas and people that push us beyond our norms.  The implication of collaboration on organizational change and development is that we work together more closely and embrace diversity; separation can lead to self-focused individuals worried about their own greed more than the betterment of all.

• What can you take away from this exercise to immediately use in your career?

     The biggest take-away for me is to not be so narrow or segmented that I forget how small my own role is in the grand scheme of things.  I need to develop a greater sense of empathy in order to relate to others.  Doing so will propel me in my own career and allow me to advise and work with others more effectively.  The world is changing at a rapid pace, and we must be fully aboard with "21st Century Enlightenment" in order to keep up with it all.  In the end, I do believe that we will all be the better for it.

A630.1.4.RB - Board of Directors_WitteWilliam

After viewing the Youtube video, A Tale of Power and Vision, reflect on your organization or a past organization. In a well-written post to your Reflection Blog, describe a situation from your organizational life that was similar to the situation from the video. Describe the situation in detail making sure to discuss how the organization was able to work through the difficulties to enable real change to occur.

     I remember a time when we were working on an annual event called "Fall Fest."  For the first time, we were going to allow members of the local community to come on base and participate.  There were substantial security and safety concerns.  Many people thought it would not be possible.

     In many ways, the obstacle we faced could be viewed similarly to that of the "insurmountable" cliff displayed within the video.  Suddenly, I found myself in charge of coordinating how it would all work.  The pessimists all ensured me that it could not even be done and that it would be better for me to just give up then go through the "useless" effort.  Other co-workers, pragmatists shall we say, said that it might be possible but they did not really know how.

     What I needed in my life was some power and vision.  I needed somebody who would not only encourage me by saying that it could in fact be done but who could also provide some concrete advice on how to get there.  Ultimately, I spoke with the host nation advisor.  He assured me that not only was it possible, but he would help me along the way.  Although I came with a vision, he provided the power I needed to get the job done.

     Ultimately, we secured the help of the foreign base command and received their approval.  Additionally, pass and ID was willing to make timeline exceptions to how long and with what formality it would normally take to get somebody on-base.  Although cars could not be brought on, everybody made it and had a good time.

     In reflection, it seems that one must not allow pessimists and pragmatists to overrule their ability to believe in something and accomplish the mission.  One may have the best vision, but it never hurts to seek out a little help and advice.  That is where power comes in handy.  Watching the video really helped me to understand and clarify these issues, especially within the context of my own life experience.  These are lessons I will not soon forget.