CALS 505

In my current workplace, we are undergoing a change that will see more structure implemented. The organization is growing very rapidly, and the number of employees is necessitating the change. With over thirty employees (and soon, even more), the leadership team is striving to create a structure that addresses the unique characteristics of our organization. The organization works across BC (and increasingly in Alberta and the Yukon) and works across a number of different climate change initiatives (for example, our work covers topics such as building retrofits, electric and active mobility, and greenhouse gas emissions inventories). The leadership team is working to create a structure that ensures that each team can develop expertise in a certain topic area, while cross-fertilization can happen across teams to combat the effect of siloes. While topic areas are the defining factor in determining team composition, there is also consideration given to organizing employees based on regional affiliations, so that employees can develop networks and capacity in certain geographic areas. Lastly, the leadership team is considering opportunities for effective mentorship within the organization.

Change leadership can operate in a number of ways, including directed change, planned change, and iterative change (Kerber & Buono, 2018). To date, the process described above has occurred as directed and planned change. To begin with, the leadership team noted that structural change was going to be implemented and detailed which people on the executive team would lead the change. This is an example of directed change, where the “the role of the change leader  is  to  decide  and  announce  the  change” (Kerber & Buono, 2018, p. 57). However, as the change process moved forward, there was opportunity for all employees to provide feedback on draft plans and engage with the leadership team on the topic of the change initiative. This is an example of planned change, where the process involves flexibility and wide participation (Kerber & Buono, 2018, p. 57). 

It makes sense that the process began as a directed change, as it simply may not have been initiated without clear direction from the executive team. However, once initiated, the process may have been best suited to iterative change. Kerber and Buono (2018) note that problems with high business complexity and high socio-technical uncertainty are appropriate to be dealt with through iterative change (p. 58), where the process is based on a direction rather than a specific goal (p. 57). In the case of my organization, there is an element of high business complexity; although the organization is not large or transnational, it does deal with many topic areas across a number of provinces and territories that have their own unique characteristics. The socio-technical uncertainty is reasonably high as well, as creating a new organizational structure is a problem that could have a number of different outcomes and the exact solution is unknown at the outset. 

It will be interesting to watch this change initiative through to its conclusion and identify how the process unfolds with the lens of different types of change leadership.

Reference

Kerber, K., & Buono, A. (2018). The rhythm of change leadership. Organization Development Journal, 36(3), 55-72.

Over the past couple of weeks our Leading Change in Organizations and Communities class has explored the concept of polarity management, a practice that focuses on two ideas in tension as polarities to be managed rather than a problem to be solved (Beach & Joyce, 2009, p. 64). Polarities, by their nature, are not solved; polarities are managed by giving each pole appropriate attention to try to optimize outcomes (Beach & Joyce, 2009, p. 67). 

One polarity in my own life that is worthwhile exploring is the tension between accepting/ enjoying life as it stands and working on the difficult topic of climate change. For the first pole, I sometimes wonder whether I should maximize my enjoyment of life by pursuing recreational activities, family time, or relaxation, rather than concerning myself with climate change issues. This can certainly be an attractive proposition, especially when the work of climate action feels heavy. The other pole calls me to spend time and engage with the topic of climate change in whatever way I can. When taken to the extreme, the pole asks me why I would spend time on anything other than climate issues, given their pressing nature and level of impact.

Looking back, I have certainly thought of this tension as an ‘either/or’ proposition in the past, in which only one choice was correct (Beach & Joyce, p. 64). In fact, it makes much more sense to think of the two ways to live as polarities to be managed. For example, it is necessary for me to spend time relaxing with family or friends in order to feel refreshed after focusing on climate issues in my schooling or at work. If I don’t take the downtime, my ability to work through problems in the climate space is negatively affected; I become less productive, creative, and resilient. On the other hand, if I do not spend time pursuing action in the climate space, I feel ill at ease and lacking purpose. I feel a sense of malaise and am not able to fully enjoy any of my time, whether it is spent relaxing or otherwise. 

If I think of how I spend my time as a polarity, I can become attuned to the issue and start to find ways to optimize the balance between the two poles. While I may lean too far to one side or the other at times, knowing that each side of the polarity serves a purpose can help me find my way back to the right space between the two. And who says you can’t read the IPCC reports at the beach, anyways?

Reference
Beach, P. G., & Joyce, J. (2009). Escape from flatland: Using polarity management to coach organizational leaders from a higher perspective. International Journal of Coaching in Organizations, 7(2), 64-83.

I see myself as someone who is introverted, quiet, and uncomfortable in the spotlight. For a long time, I assumed that these characteristics did not lend themselves to leadership. I imagined leaders as the charismatic, popular students in high school who made enthusiastic bids at student council spots. Or my outgoing friends who love to talk in front of large groups – the more people the better.

But, as I reflect on the idea of leadership, and the more experience I have in different organizations and social groups, I realize that leadership is not only about standing up in front of a crowd. While an outgoing attitude can certainly help with some leadership styles, I now realize that there are many types of leadership, including those that are quiet and unassuming.

I think my leadership strengths are as follows:

1. I like to be well-prepared. I tend to speak up only when my ideas are well-thought out and backed my evidence or reason. While this means that I do not always participate in ideation or brainstorming sessions, I am happy to share my thoughts on the finer details of project creation or implementation.
2. I am good at bringing big ideas to a scale that is practical. I tend to focus on problems associated with a project. While this can feel overwhelming for me at times, it can also help highlight issues and ensure projects are well-planned.
3. I love logistics and organization. I like to ensure that plans run smoothly. I enjoy giving my attention to the moving parts of a project and making sure that everything is well-coordinated.

While I feel pride in being able to bring the above attributes to the table as a leader, I am also aware that there are elements of my leadership practice that could use strengthening. I would particularly like to focus on being more comfortable with conflict. Brown (2018) wrote about how practicing courage in the face of difficult conversations may cause discomfort (even physical discomfort), but that it is truly only momentary. I’d like to remember this and add that – while the discomfort may be fleeting – the pride felt in doing the right thing lasts much longer.

There are myriad types of conflict, but there are a few that I’d like to become better at dealing with. One, I’d like to tap into courage when I feel my values are being compromised. For example, I’d like to speak up when someone tells an off-colored joke or anecdote. Second, I’d like to be able to raise issues I am having at work or in other settings. I often find myself complaining about situations to friends or family rather than trying to deal with them in the arena in which they are occurring. I’d like to seek positive outcomes by sharing my point of view, as well as hearing the perspectives of others.

Throughout CALS 505 – Leading Change on Organizations and Communities, I look forward to continuing to explore leadership as a practice in which I can celebrate my strengths and develop my weaknesses.

References

Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.