Archive for July, 2008

Uncertainty Avoidance

Published July 29, 2008 change 2 Comments

So let’s talk about uncertainty.

 

Not every culture has a high degree of tolerance for uncertainty.  Consider American culture and the degree to which we rely on Day Planners, Outlook, Blackberry, and other similar instruments all in an effort to structure our day.

 

By the way…I’m an Outlook guy.

 

Anyhow, in many cultures this is is far from the case.  The idea of planning out every moment of one’s life is an absurd notion in a number of cultures around the world. 

 

Essentially, Uncertainty Avoidance is the degree to which a society or culture establishes norms, processes and rituals to avoid uncertainty (Northouse 2007).  Similarly, this exists in organizational culture as well.  Think about Six Sigma as an example of a way an organization implements a process to avoid having an out desirable outcome.   Standard Operating Procedures (SOP) are yet another

 

Consider your own organization.  To what degree is uncertainty a part of the culture?  What measures are in place to avoid an unexpected outcome?  How does this define the culture?

 

All questions to think about in identifying what is important in your organization.

 

Reference

Northhouse, P.G. (2007). Leadership: theory and practice.  Thousand Oaks California: Sage Publications

 

 

Randy Pausch author of Last Lecture passes away today

Published July 25, 2008 Informative Leave a Comment
Randy Pausch

Randy Pausch

Randy Pausch, the Carnegie Mellon University computer scientist whose “last lecture” about facing terminal cancer became an Internet sensation and a best-selling book, died Friday. He was 47.

Pausch died at his home in Virginia, university spokeswoman Anne Watzman said. Pausch and his family moved there last fall to be closer to his wife’s relatives.

Pausch was diagnosed with incurable pancreatic cancer in September 2006. His popular last lecture at Carnegie Mellon in September 2007 garnered international attention and was viewed by millions on the Internet.

In it, Pausch celebrated living the life he had always dreamed of instead of concentrating on impending death.

“The lecture was for my kids, but if others are finding value in it, that is wonderful,” Pausch wrote on his Web site. “But rest assured; I’m hardly unique.”

I have attached a copy of the the transcript of the actual “Last Lecture” for you to download.  The book and the lecture which speak to living your dreams are very profound.

last-lecture

Understanding Organizational Culture

Published July 25, 2008 Culture 1 Comment
Organizational culture can be confusing

Organizational culture can be confusing

I find culture incredibly fascinating.  Whether we talk about geographical cultural differences or organizational cultural differences, the norms, values and rituals of a specific group has a significant impact on the people within.

But what exactly is culture?

Very early in my career a leader once said to me, “Our culture is Six-Sigma.”   Hmmm.

So what exactly is culture?  There are a number of definitions for it, however, the one I like the most comes from Peter Northouse in his book Leadership: Theory and Practice.  Northouse’s definition is that culture is “the learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of people” (Northouse, 2007).  He further goes on to state that culture is shared, dynamic and transmitted to others (Northouse, 2007).

In short, culture is a way of life for a group…or an organization.

A definition is helpful, however, it doesn’t answer the question “What does it look like.”  Here is where Northouse really begins to drill down.  Culture is comprised of nine very distinct dimensions:

Term

Definition

Uncertainty Avoidance

Degree to which a society or culture establishes norms, processes and rituals to avoid uncertainty.

Power Distance

Degree to which members agree that power should be shared unequally.

Institutional Collectivism

Degree to which a an organization encourages or supports collective action.

In Group Collectivism

Degree to which the people within an organization or society expresses loyalty and pride within the organization.

Gender Egalitarianism

Degree to which an organization minimizes gender role differences and promotes gender equality.

Assertiveness

Degree to which aggressive behavior is supported

Future Orientation

Degree to which the group or organization plans for the future

Performance Orientation

Degree to which an organization encourages and rewards improved performance.

Humane Orientation

Degree to which a culture rewards and encourages treating people fairly and with dignity and respect

(Northouse, 2007)

So…is Six Sigma a culture?  No…at least when you look at it through the dimensions.  It may be a tool, process or system.  It may even be a part of the culture, but it is not the culture itself.  

We’ll talk about the dimensions more in subsequent posts.  In the meantime, look at culture through this new lens. 

Reference

Northhouse, P.G. (2007). Leadership: theory and practice.  Thousand Oaks California: Sage Publications

It isn’t about you

Published July 24, 2008 Adult Education 1 Comment

What is it about people when they get in front of a room?

I’ve seen the statistics too. People’s number one fear is getting in front of a group. However, once they overcome that fear, often they want to go on and on.

Rule number one about training and education: It isn’t about you. It’s about knowing your audience and what they want. Its about understanding their motivations and desires.

It is also understanding that the only reason they may be in your class at this particular moment is that their boss told them they had to go to “some corporate class” 10 minutes ago.

It isn’t about you.

Its recognizing that you have to adapt to address all the learning styles (and not just your preference). It is also recognizing that you have to sell the audience as to why the heck this is even important to them (also called WIIFM).

It is important to make the class come alive. Get them to give their opinions and then listening. Early in my career I attended an AMA (American Management Association) class on developing Supervisory skills. I watched the facilitator totally alienate the class by not listening to those opinions that were counter to her’s. Toward the end, the class had all but tuned her out. $1800 (per participant) investment by the various companies were down the drain.

It isn’t about you.

Often the folks who are in your class have past experiences that they can share, that may hold greater value than anything that you can put forth.

The important thing is to determine as much in advance about the audience as you can, be prepared to explain WHY the training is important, and find out their expectations.

In the end, you stand a far greater chance of success.

Welcome

Published July 24, 2008 Uncategorized Leave a Comment

 

It has happened to you.

I know it has.

You have gone into a class sometime, somewhere with great hopes and expectations only to walk away…well…

Disappointed.

Me too…and I’m in the business.

It seems that many people remember that really awful college professor who would bore half the class (and put to sleep the rest) and model their classes and training after them.

It doesnt have to be that way.

The purpose of markheinlein.com is to provide you with some new ideas, strategies, and solutions to improve learning retention and and application, as well as make learning a more interactive experience. By coming here, my hope is that you will find a one-stop shop for interesting articles, new ideas and techniques, as well as the opportunity to read the occasional opinion.

Your comments are not only welcome, they’re encouraged

 

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Interesting Quote

Justice consists not in being neutral between right and wrong, but in finding out the right and upholding it, wherever found, against the wrong. --Theodore Roosevelt