I have always been fascinated by the idea of synergy: that two or more things could work together to produce a result that is more and different from the result of the two things operating independently. It seemed to me to be a kind of human alchemy where two people or personalities could be melded to create a superhuman effort.
But as usual it’s much more pedestrian than that. Especially when it comes to two or more people working in a team. That doesn’t mean that remarkable results are not possible as a result of synergy, it just means that it is more easily explainable than the mystery I have described. The reason that synergy works is that it allows people to bring forward their very best qualities, skills or strengths. When that happens simultaneously with others it should not be surprising when the team effort is far more brilliant than just the sum of its parts.
Synergy also works in a team setting because there is a special sort of energy that is created out of the enthusiasm of working towards a common objective or goal. Mountain climbers feel this energy from the rest of the team as they scale the peak and it gives them an extra boost to make it to the top. There is also special strength that the team can draw from having an intense focus on one problem or one solution. And it almost always leads to success.
Of course this success only comes when a team is working well together, is communicating with each and their synergy is being harnessed and directed towards that common purpose. That’s where a good manager comes in. A good manager ensures that the team knows its purpose, has means to communicate well and builds on strengths not weaknesses. He or she encourages individual lights to shine within a clearly established framework and does not let any one ego get so big it disrupts the positive flow of synergy.
If that sounds like the basic principles of success for any team you have just passed the pop quiz. The difference with having a special focus on creating synergy within the team is that you are not just completing a project or trying to resolve a particular problem. You are actually creating something completely new, a real and tangible product that you can use over and over again.
Synergy is addictive. It’s what keeps some sports teams together for multiple championships far longer than individual awards or achievements. It’s because people who feel the power of synergy never want to go back to just being ordinary. They want the extra power that synergy brings. They can have it and so can you.
Mike Martin is a freelance writer and workplace wellness consultant.
I am still trying to make sense out of what the heck is going on with the robocall scandal. Did people really do this inCanada? Forget about the legalities or illegalities of such an action, where is the morality? How could anyone who is involved in a political party at any level think this was a good thing to do?
I don’t know exactly what happened but it seems clear that there were some actions taken that were intended to influence the electoral process and that these actions certainly influenced some people and may have interfered with their legitimate right to vote. That is scary for a democracy. Where would they have even learned how to do this? This isn’t like sending six unordered pizzas to the opposition’s campaign office or some practical joke. This really is something that only somebody like “I am not a crook” Richard Nixon could come up with.
I have tons of questions but the biggest is one that someone else posed today that really struck me between the eyes. Why are we just finding out about this nine months after the election? It reminds me of the infamous “in and out” scandal that we didn’t hear about until years after another election. Some people, maybe lots of people knew about this long, long ago and nobody said a peep. Maybe they were hoping that they could sweep it under the rug. Again.
If the allegations reported are true I think that the responsible “party” should be punished. And not with fines or jail terms although I wouldn’t be sorry if that happened. The only solution that would be fair and just would be to have by-elections in any and all electoral ridings where they took place. Never mind a House of Commons committee or a Royal Commission or another Gomery-type Inquiry. We need new elections.
And not only that but in any riding where these actions took place and they can be traced back to a candidate or political party, that candidate and political party should be barred from participating in that election. Now that would be justice!!
It’s easy to make a decision but it’s much harder to get everyone on a team to agree with that decision. Over the years that has led most organizations except the military to move away from command and control into some form of decision making where people at least get a say before final decisions are taken. That has led to a steady increase in the use of consensus building as a means to reach a decision in the workplace.
The consensus model of decision making is much older than modern management. In fact one of the oldest consensus models is from the Iroquois Confederacy Grand Council which traditionally used consensus building to make decisions. But it also has roots in many North American pioneer movements including the Quakers and the Anabaptists.
During the 1970’s it received a major boost of publicity when it was used by the anti-war and fledging women’s movements but Japanese business had been using this approach for many years before that. Just like many other positive elements of Japanese corporate culture, consensus decision making has been on the rise inNorth Americafor the past 50 years.
Consensus decision making is best utilized when there is a divergence of strong opinions on a weighty matter that has caused dissension in the ranks or when there is a very important strategic decision to be made. When you really have to decide which fork in the road to take then this approach might not only help you make the right decision but it also allows everyone on the team to feel like they have truly participated in the discussion and the outcome.
The consensus model of decision making usually includes an attempt to reach as much agreement as possible by having a discussion and a decision that meets as many of the team’s concerns as possible. Other elements include trying to ensure equal input into the process and allowing all stakeholders to have a say into the process by including their input and suggestions.
One tool which I use in facilitating a consensus comes from the B.C. Labour Development Board and it works in situations it is clear that you do not have full agreement. Once everybody has had a chance to speak and ask questions on a topic then you then you tell them that each person will get one vote on the proposal. Then you call on each person to say where they are on the consensus scale as follows:
- Yes. I agree completely
- OK, I can and will live with this decision.
- OK, but … I do not fully concur with the decision, and need to register my view to the group about it. However, I do not choose to block the decision and will not advocate against it.
- No. I do not agree with the decision and feel the need to stand in the way of this decision going forward.
- I need more information before I can make a decision
- I am totally opposed.
Usually this will eliminate most holdouts from what is clearly becoming a consensus and even those who feel strongly against an idea have a way to get out with their pride and ego intact.
This is just one example of how consensus decision making might work and there are many variations on this model and the underlying approach. Try one out for yourself and see how it works. It’s much better then “just do it because I said so!!”
My thoughts on the changes at Ottawa’s public transit service plus suggestions for the new boss to improve labour relations and customer service.
The sudden departure of Alain Mercier as the head of OC Transpo is welcome news but by no means a panacea to the troubles of our public transit service. Labour strife swirls above its head like the sword of Damocles. And we have the unsightly views of one bus driver yelling obscenities and another singing his way beautifully but almost out of a job. Almost everybody is wondering what the heck is going on at OC Transpo.
But even with all this background noise it is important to note at the outset that we have a good transit system for a city of our size. The buses and transit stations are relatively safe and clean, the buses are well-maintained, mostly on-time and with a very few exceptions are staffed by courteous and polite operators. There is a well-spring of support for our transit system and almost everybody in the city wants to make it work.
OC Transpo is a system that is strained but not broken. It works. It has some serious problems including a tense labour relations situation. But now at least it has one of the perceived barriers to fixing some of these problems out of the way. Alain Mercier as the general manager of OC Transpo certainly deserves some of the blame for the bitterness of the dialogue between drivers and management. But it also must be remembered that he inherited an LR mess at OC Transpo which has been toxic and fatal in the past. He also followed the direction of ex-Mayor Larry O’Brien who seemed to want to apply his macho tendencies to employee and union relations. And we all know how well that worked out.
Thankfully there is a new sheriff in town at City Hall and now at least an interim new head at OC Transpo. This should mean that things get better in labour relations, if only because it’s hard to see how they can get worse. But unless a few steps are taken even that is possible. The first step that John Manconi should make is to call the unions, especially ATU, the bus driver’s bargaining agent and schedule a get to know the issues meeting. The second thing that he should do is to write a quick memo to all staff saying that he is new on the job, he’s going to take some time to figure out the issues, and that he respects and supports the people under him to do a good job.
There are many more things that he needs to do, including putting some space between him and Alain Mercier’s regime, but starting off on the right foot with the staff and unions is crucial. As he is going through his review at OC Transpo I would also encourage him to take advantage of some of the resources that are available in the community to assist him in dealing with his staff and unions. One suggestion that I would offer is to set up a labour relations advisory committee made up of former management and union representatives who live inOttawaand can make suggestions and offer him and his team advice on how to improve labour relations at the company.
The other major challenge facing Mr. Manconi is one of public confidence in the transit system. Even though there have been only a few isolated problems that have surfaced there have been enough to get people, both drivers and passengers a little irritated and cranky. That is not to undermine or defer any attention from the real cases of violence against drivers or abuse by some operators, but I do think that the volume has been turned up pretty high and needs to be lowered. Mr. Manconi could do this by setting up a Transit Users Council that consists of representatives from the commuting public (not “experts”, in fact one criteria might be that you have a monthly bus pass), the bus drivers union, and OC Transpo management as a neutral chair. They could advise OC Transpo on a new rider/driver protocol and other ways to improve and enhance services, as well as being a place where both riders and drivers could take personal complaints.
The other change that needs to happen at OC Transpo is to look at making the service a real hands-off crown corporation of the City ofOttawa. There are just too many political hands trying to grab the OC Transpo football and run with it in too many directions. Set up a permanent Transit Board and let it focus on running an efficient and effective transit service. There can be a direct liaison with Council but leave the management, both day to day, and long term planning to transit experts. There may be some growing pains as Councillors are weaned from the transit trough but in the long term we will get the transit system we deserve inOttawa.
One final thought about OC Transpo is that this is that the firing of Alain Mercier is a wake up call for all OC Transpo employees, especially the union leadership, that the ownership has had enough with the chaos at the bus company. This is just like a hockey team that has fired its coach or general manager to send a message to the players that it’s time to up their game. The time is now for improvements in both labour relations and overall operations at OC Transpo. Let’s hope all of the players can get on board.
One of the hardest things to do as a manager is to keep the peace between two workplace combatants who are determined to shout each other into submission. In many cases you are reduced to being a referee and ensuring that innocent bystanders are kept out of the line of fire. But there are a few things you can do to reduce the overall damage.
Set Clear Ground Rules
You already probably have some form of personnel manual, code of conduct, or harassment policy that you can and should make people aware of. Harassment, bullying, yelling, screaming, insulting behaviours are not acceptable and if they are happening they will no longer be tolerated.
Let People Know Where to Go
They can come to you but if they choose not to then they should be encouraged to go to Human Resources or an ombudsperson if your organization has one. If they come to you let them know that you will be getting all sides of the story before you take any action.
Be Fair
All of the employees who work under you need to know that they will get a fair hearing if they have a complaint and fairness is one key to breaking down interpersonal conflicts. If everyone understands the rules and you apply them fairly then you have at least a shot at success.
Be Open
Another important element in reducing the impact of interpersonal conflict is to create an open atmosphere where communication and feedback flows freely between employees and their manager. Bullying and harassment cannot survive the scrutiny of the light and the more a manager can create this light the more likely that this type of behaviour will be moderated if not stopped.
Be Flexible
If one path doesn’t lead to success then you can try another. And there are many options. Counselling, advice and guidance from a coach or professional of their choice, mediation or some form of thirty-party process could also be tried out. Sometimes a few days of cooling off might be enough to find a solution.
Make a Decision
If it comes down to it then don’t be afraid to make a decision. Someone, maybe both of them will not like you for it, but that is your job as manager. And don’t just transfer the problem out of your area. Deal with it to the best of your ability. Too many people before you have tried to transfer their problems to someone else. That’s part of what caused this situation in the first place. Break the cycle and you will at least have a chance to breaking the pattern of interpersonal conflict.
I find it strange that we still have to teach MBA students ethics before we send them out into the world. I’m not saying that’s a bad thing but if we didn’t teach them would they feel free to lie, cheat and steal?
And it’s not just MBA students or used car salesmen who need some ethics lessons. There is a trail of greed and slime that can easily be traced back to some of the biggest and most famous boardrooms in this country and around the world. One of the latest cases involves Canadian engineering giant SNC-Lavalin and some of their people who may have been involved with trying to help one of Gaddafi’s sons find refuge inMexico.
That is to say nothing about Canadian mining and oil and gas companies who have been working closely in not just Libya but Sudan, Uganda, Nigeria and dozens of other countries where indigenous peoples have been used, misused and abused by their partners in government. They might call it just doing business and they may not have blood directly on their hands but if they are paying bribes or kickbacks then they are also responsible.
Years ago there was little discussion about business ethics and what happened in Vegas or Nairobi orDarfur stayed there. Now with super-fast communications and the Internet we can see what is happening on the ground, even in remote villages and inside secret regimes like Syria. This has added a level of public accountability to businesses that operate internationally and is one of the major reasons why trans-national corporations have developed an interest in ethics. They want to protect themselves, their corporate image and ultimately their share price in the stock market.
But do companies that operate just in Canada need ethics as well? Absolutely. They need to protect themselves from liability if one of their employees goes off on the wrong track. But what the smarter companies have found is that it also makes good business sense.
Many organizations have found that the real value of their workplace ethics program is in solidifying customer and client relationships, improving overall employee morale and positive improvements in their bottom line. This comes from having happier and more productive employees and maintaining and increasing the customer base. All positive and healthy signs for any business or organization.
And in case anyone was wondering, it’s also the right thing to do.
Here’s the final installation of the 50 ways to solve a problem. And a bonus one at the end.
Strategies to help you determine which possible solution is best
34. Estimate the likely costs and benefits of possible solutions.
Calculate the risks and chances of success in certain options. Eliminate high risk and low success solutions.
35. Choose one or more options to implement.
Sometimes one route is best and at other times using a multi-prong approach may work. But make a choice to do something, anything.
36. Implement the best solution and collect information about the effects of it. Try your best possible solution and monitor its effects over a period of time.
Strategies to help you function optimally while problem solving
37. Think of options without immediately evaluating them.
Brainstorming is a good way to get lots of ideas on the table. Sometimes even a bad idea can lead to a good solution.
38. Set a goal with a purpose you value.
Setting a goal is an important step towards achieving it. It commits you to a solution and may provide impetus to get there.
39. Avoid distraction.
Distractions slow the problem solving process so you need to reduce or eliminate them to reach a solution.
40. Work in a new setting.
Get out of the office and go somewhere where you are not easily distracted and may come up with new thinking.
41. Adjust time limit to optimum.
Give the problem as much attention and time as you can afford. Like Goldilock’s porridge. Not too short, not too long. Just right.
42. Work with someone.
Two heads are better than one. Unless they are part of the problem.
43. Create a positive mood with an optimum arousal level.
Problem solving is easier when you have a positive attitude so find ways that get you out of your funk before you begin.
44. Think of the problem as a challenge or opportunity.
Reframe the situation or problem so that you can see solving it as a positive step. The problem may be serious but our mood in solving it doesn’t have to be.
45. Think confidently.
If you believe that you can solve the problem you probably will. Confidence will keep us going until we reach a solution.
46. Take a break.
After you’ve worked on the problem for a while and you feel tension or pressure, take a break. Go for a walk and clear your head to let new air and new ideas in.
47. Persist.
If you stay with it you will find a solution to your problem. It’s only a matter of time, and persistence.
Strategies to help you solve multiple problems
48. Adopt a problem solving orientation.
Don’t go looking for trouble, but seek to become a problem solver. You will learn new skills and techniques and become a valuable member of your work team. Remember, you don’t have to solve all the problems all the time.
49. Apply triage.
Decide which problem is most pressing and work on it first. Your triage may include deciding which problem is most important, has the greatest chance of success, or can be done the most quickly. That’s how the hospitals do it.
50. Solve one problem at a time.
Don’t give up if you have multiple problems to resolve. Focus on one and work on that until you find a solution. Then on to the next one.
Once again thank you to John Malouff from the University of New England, in Armidale, Australiaf or permission to use his research.
Bonus
51. Stop being a screw up and creating all these problems to solve.
Part 2 of 50 ways to solve a problem. Part 3 next week.
Strategies involving use of external aids to help you identify possible solutions
21. Ask someone, especially an expert.
If you have someone with particular expertise then ask for their advice and suggestions.
22. Seek the answer in written material.
There are no manuals for life but there are many how-to guides in the library or on the Internet.
23. Use a tool or technology.
Can a specific tool or technology help you diagnose or solve your problem? Maybe headphones could work.
24. Apply a theory.
If you find a theory that looks like it might work in your situation, why not put it into practice and see if it works. It worked for other people.
25. Apply the scientific method.
Collect data, test the data, and most importantly, be sceptical.
26. Use mathematics.
Using math and mathematical calculations may allow you to track how often a problem is occurring and whether it is getting better or worse.
27. Use a formula.
If you can find a formula that might work to help you resolve your problem, particularly if it has helped others, then try it out.
Strategies involving the use of logic to help you identify possible solutions
28. Reason by analogy, using what you have learned about similar problems.
If you’ve dealt with a difficult neighbour then the same analogy may work with your difficult person at work.
29. Use deductive reasoning.
Take a general rule and apply it to a specific situation.
30. Use inductive reasoning.
This involves taking specifics and developing a general rule to follow.
31. Question assumptions.
You will never find a solution if your assumptions are faulty. If your solution is working then check your assumptions. They may be wrong.
Strategies using a possible solution as the starting point to help you solve a problem
32. Guess, check, and adjust.
If you don’t know what to do, take your best guess. If that doesn’t work, make a better guess until you get it right.
33. Work backwards.
Start at the problem and its impact and work backwards to find the causes and solution.
Once again thank you to John Malouff from the University of New England, in Armidale, Australia for the inspiration and research.
There may be 50 ways to leave your lover but there are also at least 50 ways to solve a problem. Here’s Part 1. Watch this space for the rest.
Strategies to help you understand the problem
1. Clarify the problem.
It’s easier to solve a specific problem than a vague one. Ask questions, read information, be specific about the problem to find the right solution.
2. Identify key elements of the problem.
Ask the important questions. Who, what, when and where to help figure out why.
3. Visualize the problem.
Visualize the elements of the problem to help understand it.
4. Draw a picture or diagram of the problem or a relevant process or situation.
Take the picture out of your mind and put it on paper.
5. Create a model of the problem or a relevant process.
The model can identify technical aspects of the problem or a model of causes.
6. Imagine being the problem, a key process, or the solution.
This is another form of visualization that places you within the situation and not just watching it from the outside.
7. Simulate or act out a key element of the problem.
Acting out the problem may help you understand both the cause and effects and the solution may become clearer.
8. Consider a specific example.
Create a specific situation or find a similar example to research to find a solution.
9. Consider extreme cases.
Develop a worse case scenario to see how the problem evolves and it may show you the solution, or scare you enough to try harder.
10. Change perspective.
Look at the problem from another person’s point of view.
11. Consider levels and systems.
Look at the big picture and then see the role that structures and systems play in creating or resolving the problem.
Strategies to help you simplify the task
12. Simplify the problem.
Try and simplify the problem so that you can deal with pieces of it at a time.
13. Solve one part at a time.
Choose one aspect of the problem and solve that piece. Then choose another.
14. Redefine the problem.
If you can’t solve the current problem then redefine it into one that you can.
Strategies to help you determine the cause of the problem
15. Collect information about what happens before, during, and after the problem.
Have a look at the problem by collecting information about what happens before, during and, after a situation, not just considering the outcome.
16. Organize information into a table, chart, or list and look for patterns.
If you can develop a list it may be clearer to identify a pattern that can lead to both causes and solutions.
17. Try to make the problem worse.
This sounds crazy but sometimes it works. But watching the impact of making it worse may actually show you the cause of the problem.
18. Compare situations with and without the problem.
Imagine the situation with and without the problem and it will sometimes show you what causes the problem.
19. Consider multiple causes and interactions.
There may be more than one cause or variable at work in your situation. Investigate them all.
20. Consider non-linear effects.
Not all effects are bad in a problem situation so you need to consider all of the variables and their impact on the situation.
Thanks to John Malouff from the University of New England, in Armidale, Australia for the inspiration and research. And permission to use it.
One of the most important aspects of change management is to get the employees on board with the proposed change or reorganization. And if you can’t get everybody with you at the beginning then you need a critical mass of the staff with you or else instead of reorganization you will have rebellion.
To get to that point almost all of the energy of senior managers has to be harnessed and placed in the service of one goal: communication. There will always be resistance to change and this resistance can turn toxic for both the change and the organization. But a good communication plan can be the antidote to that lurking poison and put the employees and the organization back on track.
Tell them the Truth
Senior managers need to be out of the executive suite and into the cubicles and lunch rooms to listen to their employee’s concerns. People are likely to be anxious about the change and may be worried about their own jobs. If there are going to be cutbacks or layoffs or people moved then tell them exactly what you know. Managers should tell people the truth because it will come out anyway. And if you don’t tell them they will just make it up and then blame you for not telling them.
Tell them Why
Employees deserve an explanation and the communications plan should have speaking notes for senior managers and supervisors so that they can tell employees why this change is necessary and why it is being made. And so that they can answer the questions that employees will ask. This is not a one-way exchange of information and what the employees tell the managers or the questions they ask may be crucial to the success of the change process. Maybe the senior managers have missed something or made a miscalculation. All questions should be answered even if sometimes the answer is no.
Focus on the Upside
There’s always an upside. Even though there may be upset and dispersal and removal and chaos the organization has made a decision to change because it hopes that this change will make things better. This may mean just stopping the bleeding or it may mean new product lines or expansion but it will hopefully bring improvements that will make the company stronger for the future. After giving employees the bad news that some of them or their colleagues may be let go it is just as important to tell those who will remain that their jobs will be safer and their opportunities increased as a result of the change. Fear is a poor motivator. Hope is much better.
This article originally appeared on my blog at www.jobs.ca
