The Doug Noll Show

In any economy, change within an organization can be challenging, and let’s face, downright stressful. Conflicts seem to emerge out of the woodwork and chaos reigns. Now add on a recession and an economy heading downhill, if not off a cliff, and the problem of change intensifies. Maybe its downsizing or consolidation or loss of a customer base—whatever it is constitutes change. The problems of adapting ourselves to these changes can be staggering, not only for the rank and file, but for the leadership as well. Doug’s guest is an expert on change and is here to give some insights about what change is about and how we might constructively deal with it when it comes knocking at the door. Dr. Billie Blair is an organizational psychologist and president of the LA-based change management consulting firm, Leading and Learning, Inc. She earned her Ph.D. in organizational psychology from Claremont Graduate University dual master’s degrees in management and clinical psychology from San Diego State University. She completed her postdoctoral study in organization and management at Harvard University. Her research area is the study of Chaos Theory for a Relationship to Management Practice. Doug and Billie talk about the application of chaos theory to change management. Billie observes that the smallest movements can effect huge changes. Thus, corporate leaders must pay attention to the small things.
http://www.leadingandlearninginc.com/

Billie’s approach to change management is to start with the leadership team and go through a complete strategic analysis. After goals have been set, the change plan is rolled out and adjusted along the way.
http://www.leadingandlearninginc.com/

Conflicts around organizational change drive clients to consultants. Billie tells Doug that leaders contemplating change or in the midst of uncontrolled change must pause, examine the immediate past history, and contemplate future goals. This is the strategy building process around which change management can occur. The key to selling change in the organization is building trust. People must see a positive outcome and see their particular role in the future vision. When people are in conflict over change, which is frequent, their relationships with their superiors and their role in decision making must be examined. Often, these are out of balance and the true source of the conflict. Billie warns of change without conflict—it almost always indicates a deep problem that is not being surfaced. The challenge, she tells us, is that managers are programmed to have smooth operations. Therefore, they are conflict-averse to the point of suppression because of fears it will make them look bad. This is embedded in corporate culture and presents huge challenges when change is underway.
http://www.leadingandlearninginc.com/

Billie and Doug talk about her firm and its work and her latest book.
http://www.leadingandlearninginc.com/

Hank talks about his workshops and books, especially about Applying Emotional Intelligence: From Mail Room to Board Room.

Jerks in the office are a huge problem. Dysfunctional office behaviors cost billions of dollars each year in lost productivity, not to mention lawsuits and claims. The real secret to dealing with the elephant in the office is to not fix people. Instead, develop some self-awareness. Am I focused on that jerk? If so, why? Can I put my focus in a more productive place? Teaching people how to do that is a critical part of leadership. Trying to fix people or setting down behavioral rules are simply not effective. Thus, leaders have to be thinking about working with the minds in the office to deal with the elephants.
The Peacemaker’s Bookshelf looked at the book Mediating Dangerously by Kenneth Cloke.
http://www.pathwaystoleadership.com/

The rule in talking about salaries and benefits is not be the person that raises a dollar figure first. If the question is asked, “What will it take to get you here?” deflect the question. Say something like, “I really like the company. Before we talk about money, tell me more about my job responsibilities (or some other topic).” Let the interviewer make the first offer. If you have done your homework, you will know what you and the position should command in the market. If the offer is low, you can say something like, “I’ve been interviewing with other companies and the salary range seems to range between $X and $Y.” The negotiation can begin from there. Beth reminds us that money is not everything. Cars, club memberships, expense accounts, paid vacation, retirement and health benefits, house downpayments and the like are all non-salary compensation that can be talked about.

In The Peacemaker’s Bookshelf, Doug reviews Creating Harmonious Relationships: A Practical Guide to the Power of True Empathy by Andrew LeCompte.
http://bethross.com/

With my guest host Aleya Dao, I talk about triggers as the fundamental cause of conflict. Learn how to detect your triggers, acknowledge and accept them, and then learn from them. With a few weeks practice, you can become a conscious peacemaker. I also introduce The Peacemaker’s Bookshelf. This week, I review Eric Galton’s "Ripples on Peace Lake".