Friday, Katya and I were greeted by the priestess, Tanya, whom seemed very excited to see us and informed us The owner/editor in chief Marianne was running late. We took this opportunity to make a cute little sign saying "thank you" from Katya and Monica next to the cookies that we had baked fresh that morning for everyone at the office.
Some points: Marianne has been sick for a month and is meeting with us on her first day back, when actually she isn't starting officially until Monday.
She asks us whom we have met and how much history we already know so that she does not repeat herself. She laughs when we admit to seeing Todd's office which she decides as a "bunker" and agrees affirmatively when we say Tanya is dubbed our "priestess", she laughs that she would dub herself that too.
She has an impressive background of having worked in the industry since her twenties. First for smaller papers, at that time she explains, Village Voice of New York, and Rolling Stone both of which she served as managing editor. She continued in this line of work also working for Forbes before finally making her way to Santa Barbara where her husband's family has lived for generations.
She says that with all her experience, as a human being, she knew that working in counter culture press wasn't best for her. Since her early twenties she had worked up the chain to gain all her experience and saw how people suffered under certain behaviors, she knew what worked best for her and was determined to lead and manage in that way.
She began at the N&R at 40 years of age. She was used to working directly under Directors/Founders and usually took the leadership role as they were not very involved.
She compares her way of business to the dot.com industry in which the end product is what really counts. She says that she brought and continues to bring that to the organization she now owns.
Her vision for this organization has always been to be first and foremost progressive and then liberal. She wants it to be not just a paper but a voice that doesn't just "speak to the choir".
She states that she felt local Santa Barbara citizens always viewed and view themselves as being on the "inside". She wanted the paper to be a source to defeat the modern "industrial revolution" way of thinking. She wanted the paper to be a political player. She gives credit to the angry poodle, Nick whom brought stature to their credibility. His status maintained it's strength as long as a strong new base was also maintained.
She says the the N&P was a clown show during it's time of turmoil, she couldn't believe how many people kept leaving and protesting. At her organization they are such a small group, she was in disbelief at how many employees they had and how dysfunctional they could be with so much mind and man power.
She states that at her organization they are constantly dissatisfied. But that this is them being hard on themselves and knowing that they can also be better and improve. She is glad to be back after a long month of illness but is so confident in her staff that she knew they would make her proud in absence.
She says that her job is to keep balance. Her most important role is to honor her staff's products. To ensure that they feel pride for their accomplishments and hard work. Her second most important role is to be the reminder and keep everyone in the mode of thinking that just because they did something well or brilliant once doesn't mean that they should ever do it the same way ever again. They need to stay new and fresh, cutting-edge, moving with the times. She states, "you can't get confident or you're going to get hit sideways".
She expresses that right now she is most focused on improving, "re-vamping", their daily online paper. She wants everyone to be just as comfortable online as they are with print.
She says that the online press came about during the big Santa Barbara fires when daily news was needed by the public. She says that it was a "heroic period". She states that she wants the editors to "own it" more, that they need to become much more involved with the online press than they are now.
She laughs at the notion of change. She states that so many people and organizations go about it the wrong way. That you need to re-design not change. "Nobody likes change, people don't like to be told how to think or what to do." She continues that often fortunes are spend on "change" and that "we never spend a fortune on anything".
A current re-design she lets us in on and asks our opinion about, making the listing section which is currently 4 to 5 pages down to 3. They would do this by having the editor choose their listings of choice and mention that a complete listing is always available online. She states that this would make the listing section more meaningful rather than make eyes dull over, then there is more space for articles rather than fluff.
She notes that there org. always tries to be different like putting obituaries in the front of the paper.
She tells us next about Michelle the managing editor, now 7-8 years at the org. She began as an intern then became her assistant to where she is now. She credits Michelle to really changing how the org. functions. She said to her, "Look" you need to change how things are going on here. She made Marianne realize that everything could not revolve around her, that the paper was getting bigger and the demands heavier and that she could not physically and mentally keep up. She made Marianne realize that the staff needed to take responsibility for their own part of the paper and relieve Marianne of this responsibility.
This was a huge change for Marianne whom had never had a managing editor to work with her. She wept at the suggestion. She said that though her organization is not regimented she needed to have staff take more responsibility. She would still have the final approval on all significant decisions and she agreed the transition was much needed and extremely successful and now their current way of doing business.
She explains that her org. adjusts in order to have a talented and dedicated staff member stay if they really want them. They allow for extensive time off and accommodate to personal life situations. Staff bring in their pets and children, go off on personal assignments, and pursue part-time careers all while working at the org. She quotes Robby's common phrase of "were all human", if people have dreams we help them pursue them, we work with them not against them for selfish reasons.
She says at her org. she has staff, not employees. This concept is foreign only to their suit man, their CFO.
Her detour in mention to her CFO spurred her to mention that his current assistant, Brandy, has been one of the orgs. best hires. This is due to her vocabulary that speaks to everyone in the office. She has been successful in having staff fill out timecards and complete paperwork, a difficult and nearly impossible feat before she came on board.
Marianne admits that when hiring she tries to select individuals that will "fit in" to their way of doing business. She doesn't even look at resumes and never reads personal clips. She says, "I have to make an educated guess."
She explains that the internship program at the org used to be sloppy. She continues that they made it more clear and structured but that created a disconnect between the interns and their communication with office staff. She said it was a feeling of "were so good, so organized, and we suck now!"
I re-channel the dialogue to inquire about challenges the org. faces. She asks if I know about the lawsuit. I am in the dark but Katya knows about from her husband. She Marianne explains that Randy is her counterpart and that a lawsuit has come between them.
When Marianne and Randy came together it was like Marianne described it the Church and State coming together and she admits that keeping them separate has been amazingly maintained.
This press has always put more money into editorial than other presses. It has been beneficial and brought more money in for the org. by paying for high quality.
She states that often their can be conflict between the two main structures in her org: editorial side and sales side. She admits that for the most pare her sales staff has been really good about not taking their investments in their clients too seriously. Still, there is often tension when the editorial staff writes and prints material that is offensive or not in favor of the sales staff clientele.
Marianne says the key is a cooperation on information. There is always the complaint of, "Why didn't she tell me!" Marianne admits they are very open but not open to, "This is critical to a client of mine!"
She tells us how the paper is expanding on celebrating the community. She tells us about the Indies: awards for theater. They are a way of doing more than reviews, being a part of the community even if it does't reach everyone. They have also recently begun Foodies: honoring chefs in the community.
She explains that if she ever offends someone in the community whether through rumor or special circumstance, she will personally communicate with them offering her personal lines of communication to make sure that bitter or hurt feelings are healed as much as humanly possible.
Marianne explains that because her staff is so small and so talented she works with very strong individuals. They are not afraid of challenges" she says and explains that this is a reporting characteristic. She goes on to say that they are not afraid of authority either and that's why they are able to stay fresh and capture important stories. She says that her sales staff live on the edge, that they are gamblers.
So says that everyone in her org. is extremely talented and hard working and she must be in tune with their own personal and collective efforts and praise and award accordingly. She admits that with her long absence she senses a time for tan org. "pick me up". She and the office are planning an "Irish Parade" on St. Patrick's Day to celebrate and bring everyone together with good foods, drinks, and all the merriment that comes along with dressing up and parading to a favorite local bar. Katya and I have been invited :)
Monday, March 7, 2011
Monday, February 7, 2011
Second visit to our chosen org.
Katya and I were greeted by the org.s receptionist, Tanya. She gets a preview from Bobby whom asks her to give us a full tour of the place.
Tanya informs us that she has been working for the org. for 23 years now and states, "I am the ruler of this place".
She takes us down the ad side of the office to a back room where she shows us where the back issues are. She also shows us where the bound issues are. She explains that they are kept for research purposes and may only be carefully photocopied and adds that that is nearly impossible is the article or ad is in the seam. She thumbs through an issue in which she points out a picture of Nick aka angry poodle with his son at 3 months, he is now 18 years old.
She admits that she is supposed to charge $2.00 a back up issue but that she never charges, "I have never charged for an issue and I never will because I'm the boss."
She introduces us to Sara whom makes and designs the ads. She went to school for art and have been at this press since she was 18 years old. She said that school taught her the basics but on the job experience is how she learned all the little rules and tricks. She says and about her and fellow ad designer, "We grew up here, we were born here", there was only spot color at those times.
Tanya explains that the press has received over 2,000 awards but that they don't display them because they are not "pompous". They do however display a framed local heroes issue of which she explains they are very proud of. The press began the ritual of coming out with a local hero issue Thanksgiving week, the only issue that comes out on Wednesday. The communities participants can fill out a simple piece of paper to nominate a "local hero" and why they are deserving of the award. The press's staff then decides their hero based on their contributions and good deeds within the community, she makes sure to emphasize that it is "no popularity contest".
We walk down the hall by Marianne's (Partial owner & editor in chief) room, she is still out sick. She says about Marianne, "She is my best friend, I love her."
Tanya then takes us to Todd's office when Katya asks if he is available to speak with us now. Tanya says, "Oh no, you opened it"
In his office are two copies of every issue for the last 12 years.
Tanya informs us that she has been working for the org. for 23 years now and states, "I am the ruler of this place".
She takes us down the ad side of the office to a back room where she shows us where the back issues are. She also shows us where the bound issues are. She explains that they are kept for research purposes and may only be carefully photocopied and adds that that is nearly impossible is the article or ad is in the seam. She thumbs through an issue in which she points out a picture of Nick aka angry poodle with his son at 3 months, he is now 18 years old.
She admits that she is supposed to charge $2.00 a back up issue but that she never charges, "I have never charged for an issue and I never will because I'm the boss."
She introduces us to Sara whom makes and designs the ads. She went to school for art and have been at this press since she was 18 years old. She said that school taught her the basics but on the job experience is how she learned all the little rules and tricks. She says and about her and fellow ad designer, "We grew up here, we were born here", there was only spot color at those times.
Tanya explains that the press has received over 2,000 awards but that they don't display them because they are not "pompous". They do however display a framed local heroes issue of which she explains they are very proud of. The press began the ritual of coming out with a local hero issue Thanksgiving week, the only issue that comes out on Wednesday. The communities participants can fill out a simple piece of paper to nominate a "local hero" and why they are deserving of the award. The press's staff then decides their hero based on their contributions and good deeds within the community, she makes sure to emphasize that it is "no popularity contest".
We walk down the hall by Marianne's (Partial owner & editor in chief) room, she is still out sick. She says about Marianne, "She is my best friend, I love her."
Tanya then takes us to Todd's office when Katya asks if he is available to speak with us now. Tanya says, "Oh no, you opened it"
In his office are two copies of every issue for the last 12 years.
Wednesday, February 2, 2011
Taking the plunge! Highlights from our chosen org.
Katya and I gave each other a quick pep talk and decided, lets have fun with this! Yes, we were nervous but we would channel this feeling into positive energy.
We were scheduled to meet with the CFO, Todd Smith and Marianne (or Jen?), both of whom became unavailable. But, thanks to Katya's husband whom is their computer tech guy we were introduced to several others and came out of the independent a few hours later feeling excited and overwhelmed with tons of great information!
1st Interview:
Mark Hermann
Account Executive
-Is in his second year amongst very seasoned staff
-Works for 100% commission based salary
-Works with lifestyles, products, tech, real estate
-Provides the only revenue source for the company so feels lots of responsibility there
-States that the week essentially begins on Thursday when a new paper is released, from then on there is a series of deadlines
-His goal is for a strong return on investment
-Loves working at the Independent because of the reputation, lots of integrity
-Speaks of his manager, Jen, whom he claims is very involved in the community and practically knows everybody
-He states that Jen has a big heart
-He has lived in Santa Barbara for 5 years now, 7 years in sales
-States there is a strong division between editorial and sales, states it's like 65% sales and 35% editorial
-He interacts with production everyday but seldom with editorial staff
-He has a plant in his office that he comments on that he is bringing back to life to defend its shabby appearance
2nd Interview:
Nick Welsh
aka Angry Poodle
Executive Editor
-We meet with him in Marianne Partridge's office (Editor in Chief)
-In her office she has a chalkboard with colored chalk, whicker basket filled with tangerines, mini pictures and frames
-Nick has been the Executive Editor since 1983 "Institutional memory with alzheimer's" he calls himself...also, "the bridge to no where"
-Chaotic times when hip bone not connected to thigh bone
-States he works under Mariannes supervision whom tells him what needs to get done
-He leads by example, puts his head down and works his ass off
-He has become very comfortable in his ways, very entrenched in the community
-He states that he appreciates Santa Barbara citizens for their brutal honesty that it makes his job rewarding and aggravating
-States that once a paper is released he instantly has the satisfaction of hearing it's impact from SB citizens, he throws the "stone is water and has the satisfaction of hearing a splash"
-States that good about "the product", it's non-toxic nature in informing and connecting Santa Barbara citizens with democratic institutions
-He is able to shine light on important discussions and feels proud of that
-He states that it is easy to get stuck in a rut, feel burnt-out, feel comfortable in old ways at his age
-He states that the online presence filled a void for the public regarding obtaining local information
-He recalls when the News Press was "going crazy" that it was during the time of the 3 massive Santa Barbara fires, the public needed to know; should I stay or should I go? He felt proud when the Independent stepped in a this time to provide it's online component providing a true community service
-He states that it provided the bread and butter of daily journalism: all out bliss
-He talks about the New Press being hostile to it's community, it wouldn't allow people to view it's journal without being a subscriber, he admits they had great radio
-He states that the Independent used to be "outside the tent pissing in and that by default it is now inside pissing out"
-He states that it is essential for SB to be well served with a hard copy paper and online as well
-He states that he is the man that will often be found at the city hall, courts, school board, covering realities
-He states that he needs to figure out the main stories so he doesn't miss something and "get caught with his pants down"
-He states on the news side there are 4 people at the Independent so it's very difficult to "get the breath & depth of coverage"
3rd Interview:
Robby Robbins
Multimedia Sales Manager
-Has been in the sales industry since 1988
-Was recruited by the Independent from North Carolina
-He appreciated how the Independent had a lot of transparency, not a lot of secrets
-He thought of moving to Santa Barbara as the opportunity of a lifetime
-He has a huge appreciation for the editorial staff
-He states that there is virtually a wall between editing and advertising staff
-Sometimes there can be friction, example, "oh my god you wrote that about my client!"
-Lots of freedom at the Independent, can decorate, wear, etc. anything they want, "this paper has more freedom than I ever felt"
-As sales manager has not sold out to being a money guy: sell out, hows hands our dirty with all the money made form advertising for sex and drugs
-He states that by working at the Independent he has chosen something truly unique not rigorously ruled or scheduled
-He states that at the office they are not perfect, they have problems like any family
-He states that last week he had a personal episode with a staff member and friend whom showed an inappropriate picture on Facebook amongst other office staff
-He states that he confronted the person asap and let them know how he felt
-His door is covered with buttons and stickers, "are you stoned or just stupid", "drag queen"
-No discrimination
-He has a great appreciation for the delivery drivers whom he states are crucial to the Independent, they have a huge commitment
-He is frank about how his skills and talent can make him much more money else where
-States that he needed a purpose and found that at the Independent, instead of making the rich richer as he did in North Carolina
-"I like this job!" I don't wake up saying I don't want to come in, if i'm having a bad day all I need to do is tell people i'm having a bad day!
-States that he reports directly to Todd the CFO and describes him as a square peg amongst round pegs, that he is the only guy wearing a three piece suit
-Individuality shines at the office, not homogenized, "oober melting pot" is how he describes it, very diverse backgrounds
-everything is full disclosure
-Talks about Tanya, mentions she is the only person of african american descent at the office, states that she is the office's "filter" that she "protects us" and is "invaluable. She knows who and what everyone wants to see or talk to and makes sure it stays that way, she is the face of the Independent, was is titled, "Director of First Impressions"
-Bagel day on Wednesdays
-If they reach the 100 page marker they get food on Tuesday
-While the outside ad reps work on 100% commission two inside reps, Dorothy & Nina, work for an hourly wage and must stay in office to answer the phones
-Very few hourly employees at the Independent
-Independent very unique in the fact that it has 2 graphic artists with completely "different flows" "each has a different beat" and best serves either ads or editorial
-States that in his opinion Nick aka angry poodle is a "damn good writer" that he is "raw" and pounds at the keyboard with his two index fingers
-States that everyone in the office has their own niche, what they are good at
-They even have a full time topographer
-States that the online paper has been a "feather smoother" because they can fix anything immediately
-Robby is in charge of their Facebook page
-Independent has integrity, hasn't given into slut ads though it's hard to give up that money for many people
-He believes that while technology has been great it also takes away true talent, he can virtually never interact with anyone to get his job done now
-He thinks it's funny that though technology did away with clip art and cut and pasting the terminology still exists
-He offers to help in any way, we can contact him with any further questions and says he is glad to be of service to us
Take Away:
-We discovered our priest/priestess: Robby
-Friday at 9:30am Robby will introduce us to Tanya the secretary whom has worked at the Independent since she was 18 so that she can give us a tour and hopefully additional insight
We were scheduled to meet with the CFO, Todd Smith and Marianne (or Jen?), both of whom became unavailable. But, thanks to Katya's husband whom is their computer tech guy we were introduced to several others and came out of the independent a few hours later feeling excited and overwhelmed with tons of great information!
1st Interview:
Mark Hermann
Account Executive
-Is in his second year amongst very seasoned staff
-Works for 100% commission based salary
-Works with lifestyles, products, tech, real estate
-Provides the only revenue source for the company so feels lots of responsibility there
-States that the week essentially begins on Thursday when a new paper is released, from then on there is a series of deadlines
-His goal is for a strong return on investment
-Loves working at the Independent because of the reputation, lots of integrity
-Speaks of his manager, Jen, whom he claims is very involved in the community and practically knows everybody
-He states that Jen has a big heart
-He has lived in Santa Barbara for 5 years now, 7 years in sales
-States there is a strong division between editorial and sales, states it's like 65% sales and 35% editorial
-He interacts with production everyday but seldom with editorial staff
-He has a plant in his office that he comments on that he is bringing back to life to defend its shabby appearance
2nd Interview:
Nick Welsh
aka Angry Poodle
Executive Editor
-We meet with him in Marianne Partridge's office (Editor in Chief)
-In her office she has a chalkboard with colored chalk, whicker basket filled with tangerines, mini pictures and frames
-Nick has been the Executive Editor since 1983 "Institutional memory with alzheimer's" he calls himself...also, "the bridge to no where"
-Chaotic times when hip bone not connected to thigh bone
-States he works under Mariannes supervision whom tells him what needs to get done
-He leads by example, puts his head down and works his ass off
-He has become very comfortable in his ways, very entrenched in the community
-He states that he appreciates Santa Barbara citizens for their brutal honesty that it makes his job rewarding and aggravating
-States that once a paper is released he instantly has the satisfaction of hearing it's impact from SB citizens, he throws the "stone is water and has the satisfaction of hearing a splash"
-States that good about "the product", it's non-toxic nature in informing and connecting Santa Barbara citizens with democratic institutions
-He is able to shine light on important discussions and feels proud of that
-He states that it is easy to get stuck in a rut, feel burnt-out, feel comfortable in old ways at his age
-He states that the online presence filled a void for the public regarding obtaining local information
-He recalls when the News Press was "going crazy" that it was during the time of the 3 massive Santa Barbara fires, the public needed to know; should I stay or should I go? He felt proud when the Independent stepped in a this time to provide it's online component providing a true community service
-He states that it provided the bread and butter of daily journalism: all out bliss
-He talks about the New Press being hostile to it's community, it wouldn't allow people to view it's journal without being a subscriber, he admits they had great radio
-He states that the Independent used to be "outside the tent pissing in and that by default it is now inside pissing out"
-He states that it is essential for SB to be well served with a hard copy paper and online as well
-He states that he is the man that will often be found at the city hall, courts, school board, covering realities
-He states that he needs to figure out the main stories so he doesn't miss something and "get caught with his pants down"
-He states on the news side there are 4 people at the Independent so it's very difficult to "get the breath & depth of coverage"
3rd Interview:
Robby Robbins
Multimedia Sales Manager
-Has been in the sales industry since 1988
-Was recruited by the Independent from North Carolina
-He appreciated how the Independent had a lot of transparency, not a lot of secrets
-He thought of moving to Santa Barbara as the opportunity of a lifetime
-He has a huge appreciation for the editorial staff
-He states that there is virtually a wall between editing and advertising staff
-Sometimes there can be friction, example, "oh my god you wrote that about my client!"
-Lots of freedom at the Independent, can decorate, wear, etc. anything they want, "this paper has more freedom than I ever felt"
-As sales manager has not sold out to being a money guy: sell out, hows hands our dirty with all the money made form advertising for sex and drugs
-He states that by working at the Independent he has chosen something truly unique not rigorously ruled or scheduled
-He states that at the office they are not perfect, they have problems like any family
-He states that last week he had a personal episode with a staff member and friend whom showed an inappropriate picture on Facebook amongst other office staff
-He states that he confronted the person asap and let them know how he felt
-His door is covered with buttons and stickers, "are you stoned or just stupid", "drag queen"
-No discrimination
-He has a great appreciation for the delivery drivers whom he states are crucial to the Independent, they have a huge commitment
-He is frank about how his skills and talent can make him much more money else where
-States that he needed a purpose and found that at the Independent, instead of making the rich richer as he did in North Carolina
-"I like this job!" I don't wake up saying I don't want to come in, if i'm having a bad day all I need to do is tell people i'm having a bad day!
-States that he reports directly to Todd the CFO and describes him as a square peg amongst round pegs, that he is the only guy wearing a three piece suit
-Individuality shines at the office, not homogenized, "oober melting pot" is how he describes it, very diverse backgrounds
-everything is full disclosure
-Talks about Tanya, mentions she is the only person of african american descent at the office, states that she is the office's "filter" that she "protects us" and is "invaluable. She knows who and what everyone wants to see or talk to and makes sure it stays that way, she is the face of the Independent, was is titled, "Director of First Impressions"
-Bagel day on Wednesdays
-If they reach the 100 page marker they get food on Tuesday
-While the outside ad reps work on 100% commission two inside reps, Dorothy & Nina, work for an hourly wage and must stay in office to answer the phones
-Very few hourly employees at the Independent
-Independent very unique in the fact that it has 2 graphic artists with completely "different flows" "each has a different beat" and best serves either ads or editorial
-States that in his opinion Nick aka angry poodle is a "damn good writer" that he is "raw" and pounds at the keyboard with his two index fingers
-States that everyone in the office has their own niche, what they are good at
-They even have a full time topographer
-States that the online paper has been a "feather smoother" because they can fix anything immediately
-Robby is in charge of their Facebook page
-Independent has integrity, hasn't given into slut ads though it's hard to give up that money for many people
-He believes that while technology has been great it also takes away true talent, he can virtually never interact with anyone to get his job done now
-He thinks it's funny that though technology did away with clip art and cut and pasting the terminology still exists
-He offers to help in any way, we can contact him with any further questions and says he is glad to be of service to us
Take Away:
-We discovered our priest/priestess: Robby
-Friday at 9:30am Robby will introduce us to Tanya the secretary whom has worked at the Independent since she was 18 so that she can give us a tour and hopefully additional insight
Monday, January 31, 2011
In Preparation
I really valued the time and feedback allotted to rough draft questions for our first business visit. Overall, I realized that questions need to be warm and inviting not mechanical. Katya and I will approach the SB Press employees as sensitive and humble beings. Initially, Katya and I included the word "structure" in a few of our questions and we immediately received the feedback to omit that word which upon reflection I completely agree with as it adds rigidity to the question and does not enhance it in any way.
The notion to focus on the organizational climate and functions of it's people struck me as overarchingly important. It seems easy to get stuck in the collection of facts concerning the organization but that is not our purpose and we must continuously remind ourselves of that.
I also valued the advice that all contact with our chosen organization is a type of intervention and that from the beginning it is essential to collect notes on everything from what is happening at moment, what is displayed on the walls, hesitancies, how are decisions made, how are things determined, who referred you to who...etc. I like the notion of really keeping in tune with what is weird or interesting.
I believe that after our class discussions and readings Katya and I have become more "in-tune" with the ethics of organizational development and intervention.
The notion to focus on the organizational climate and functions of it's people struck me as overarchingly important. It seems easy to get stuck in the collection of facts concerning the organization but that is not our purpose and we must continuously remind ourselves of that.
I also valued the advice that all contact with our chosen organization is a type of intervention and that from the beginning it is essential to collect notes on everything from what is happening at moment, what is displayed on the walls, hesitancies, how are decisions made, how are things determined, who referred you to who...etc. I like the notion of really keeping in tune with what is weird or interesting.
I believe that after our class discussions and readings Katya and I have become more "in-tune" with the ethics of organizational development and intervention.
Monday, January 24, 2011
"the eyes of a child"
As the title of my blog states "the eyes of a child" I am using this notion as a new lens to guide me on a journey of exploring insights within an organization. Appreciative inquiry really threw a wrench into my way of interpreting what it means to be a researcher and my modes and means of collecting data on the organization I have chosen to diagnosis. This prior sentence uses the terminology I would have previously used to describe this type of action research but now I understand from a different angle that I as the researcher am not their to diagnosis or collect data in order to find a truth. Instead I am there to help all individuals within an organization get their juices flowing and come up with a collective and attainable vision of what a better future could look like by illuminating the best of what is happening and/or what has happened. I have always understood intervention of an organization to be one of finding a “problem” and making suggestions on how to solve it. I now know I want to approach an organization by first illuminating what is positive about what is already going on and building upon those components to create a sense of shared meaning amongst individuals in the organization about what excellence looks like to them and how it can be emulated and greater than ever.
Tuesday, January 18, 2011
A new way of thinking: Consultation
I have always thought of consultation as more of a separation between diagnosis and intervention. A consultant comes into an organization and "diagnoses" the company based on their observations and collection of data and then provides "advice" on how to improve the organization and the steps they can follow to reach their goals. Dr. Kurt Lewin as highlighted in our foundational readings saw the separation of diagnosis from the notion of intervention as a conceptual error and I completely agree. It’s like saying yeah, your doing this wrong and this right and here is the long list of things you need to do in order to improve your organization, good luck! That situation is a recipe for disaster. We don't describe to our children how to ride a bike based on personal knowledge and expertise, hand them the bike then say, off you go! We guide and mentor a child, pick them up if they fall, encourage and praise, give them continuous tips on how to improve until finally they are confident to ride off on their own. And though they may fall or stumble they have learned and are capable of getting right back on and trying again thanks to their training and guidance. This example is in line with the thinking of Dr. Lewin as he believed it impossible to make an adequate diagnosis without also intervening. I value his way of thinking that the consultant is not an expert on anything but how to be helpful and begins with total ignorance of what is going on in the organization. I hope to emulate this way of consulting in my future work. I believe it is vital for the consultant to become attuned to their own personal insights and their impact on the organization rather than focusing on the actual collection of data and diagnosis.
Monday, January 10, 2011
ED 401-Reflective Synthesis-Week 1-Organizational Culture Viewed As Personality
It resonates very clearly with me when comparing organizational culture to the personality of an organization. When put into this real life context it is easier to understand how natural it is for every organization to have their own culture and unique characteristics, as individuals’ personality is uniquely different and never replicable. Continuing with this notion organizational goals and core principals can be viewed as the core values and beliefs an individual embodies also contributing to their personality. And just as the personality of an individual can be expressed by the way they dress, carry themselves, and organize their environment, I hadn't ever thought to look at an organization and interpret it's culture by the way "the arrangement of furniture, what they brag about, what members wear", etc. is displayed. This new lens has evoked a new way of viewing and interpreting the way organizations work for me. I view an organization as more of a living, breathing organism now rather than just a work place. Just as individuals struggle with change I can see how difficult it would be for an organization to change when it's culture is so specialized and dynamic and often involving mass amounts of individuals. I understand how placing a strong emphasis on identifying strategic values is such a crucial component of change when organizational culture is acknowledged just as it is essential for an individual to initiate any change in his/her personality asset.
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