Productivity almost always suffers in times of great change, because employee stress dramatically increases due to the universal fear of the unknown. In these times, communication becomes more important than ever.

Often senior executives genuinely believe they are communicating with employees when it comes to matters that affect them. Unfortunately, they often underestimate the number of matters that includes, for the fact is that most high level decisions will affect employees in one way or another.

So how do you know what is important to employees and what to tell them? Well, you need to put yourself in the position, the mind, the heart of employeesóone employee at a time. If you were that person, what would you be worried about right now in the current situation? What would be important for you to know? What is the worst thing that could happen, and would you want to know about it in advance? How would you want to be told? 

Of course, you can’t answer those questions yourself. You need input from the very people you are trying to understand. Depending on how much you can discuss or how much is already known, you might ask a few individuals what the grapevine is saying, and what people are worrying and wondering about.

Now, armed with this information, draft the answers to the questions. Of course they must be truthful answers, for insincerity is easily recognized and will deal a death blow to your communication efforts. Then they must be couched in terms that are clear and uncompromising, but also considerate and compassionate. It’s worth spending some time on this partólack of commitment to your message is also easily read and will automatically raise the cynicism level among employees.

Next comes dissemination of the information. There is, as we all know, no shortage of communication technology in the business world. However, the way a person receives news can dramatically affect how he or she feels about it, so you need to choose the medium very carefully. E-mail can be perceived as cold and unfeeling in many cases, although it is useful for routine updates that don’t have emotional overtones. Some messages are better spoken, either by managers to their groups or by the CEO to the whole organization. 

If the messengers don’t have highly developed communication skills, it’s worth engaging the services of professional speech writers or presentation coaches to help them, but be sure the message remains honest, clear and compassionate.

And above all, follow through on your commitments and promises. Nothing turns employees off more than empty words, but sincere, caring, ongoing communication can form the basis for building employee engagement when the present time of turmoil ends.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

Deploying Six Sigma means entering a period of significant change in your organization. Productivity and morale almost always suffers in times of great change. The requirements of change and adaptation and the very human fear of the unknown add to stresses of the work environment. In these times, communication becomes more important than ever.

Communication throughout a Six Sigma project is very important because the power and scope of Six Sigma demands a significant commitment from everyone in the organization. Six Sigma successes require clear and open communication at all levels to transcend departmental barriers that would otherwise cause confusion. In addition, any change in an organization will meet some resistance, either intentional or just because of inertia. When management can effectively communicate that it is behind that change and can communicate the positive aspects of the change, resistance can be countered and overcome.

Company leadership must be willing to give Six Sigma teams all of the tools and information necessary to apply Six Sigma concepts to their day-to-day activities. It is crucial in Six Sigma projects to clarify the rationale, expectations, goals, and sequence of steps in the process. Six Sigma teams with clear, written goals accomplish far more in a shorter period of time than teams without them could ever imagine. This is true everywhere and under all circumstances. Documentation of the Six Sigma process is the opportunity to resolve any misunderstandings of the deployment. A schedule is developed that outlines the strategy to take the process from its current state to one that is within statistical control and in line with the company’s Six Sigma goals. Roles need to be clearly defined in how individuals contribute to the schedule and strategy. Employees assess how they can contribute to the organization through the information they receive. A team’s quality goals should be set to tie in with the overall company quality improvement goals. This happens only when the team has the knowledge they need.

Lack of clarity in communicating business information is probably more responsible for frustration and underachievement than any other single factor. It is unfortunately way too easy to not realize that communication is falling short of your organization’s needs. Often senior managers sincerely believe they are adequately communicating with employees. However, managers can easily underestimate the number of issues on which employees need information and how much information they need.

How do you know what is important to employees and what to tell them? You need to put yourself in the position of the employees. If you were that person, what would be important for you to know to do your job? What would you be worried about in the current situation? What information would help you deal with change? How would you want to be told? You can’t answer those questions yourself. You need input from the very people you are trying to understand. Communication is a two-way street—listening as well as talking. Asking a few individuals what is being said, what people are worrying and wondering about.

Also be aware that the way a person receives news can dramatically affect how he or she feels about it, so you need to choose the medium very carefully. E-mail can be perceived as cold and unfeeling, although it is useful for routine updates that don’t have emotional overtones. Many messages are better delivered in person, either to individuals or to the team as a whole.

Communication skills take practice. Always be sure the message remains honest, clear and compassionate. Have integrity and build trust. Don’t say what you don’t mean. Don’t promise anything that you cannot or will not fulfill. Above all, follow through on your commitments and promises. Nothing turns employees off more than feeling betrayed. Sincere, caring, and constant communication will form the basis for building employee engagement throughout Six Sigma deployment.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

“Resistance to change may be active or passive, overt or covert, individual or organised, aggressive or timid……… and on occasions totally justified.” 

Sadly most significant change fails to meet the expectations and targets of the proposers. The failure is given the catchall name “resistance”, yet resistance can be principled and creative as well as from vested interest. Top management is frequently unreasonable in its expectations and time scale, forgetting the process it went through when it decided to make the change.

An effective change manager will prepare an organisation for change in the early stages of project definition and stakeholder review, by taking managers through a similar sales process and responding to their apparent resistance: the “creative conflict.” 

This process is likely to improve the project definition and buy in. It will also ensure that it is clear the moment resistance becomes “vested interest.” 

It is unrealistic to expect an independent change manager to tackle vested interest resistance but the change director can use his or her intervention as a signal to the organisation – such interventions should be few but telling.

An independent change manager is a cross between a foil and a lightning conductor – the foil ensuring that positive energy is deflected to the right place, the lightening conductor removing negative energy from the organisation.

Avoiding failure: Managing resistance

Resistance is a key element in why change fails.

A recent informal UK survey of 120 government transformation programmes identified that: 

• 15% achieved their objectives

• A further 20% failed to achieve their objectives but were nevertheless regarded as satisfactory

• 65% were unsatisfactory.

A subsequent discussion forum identified 7 key reasons why change fails.

1. The organisation had not been clear about the reasons for the change and the overall objectives. This plays into the hands of any vested interests. 

2. They had failed to move from talking to action quickly enough. This leads to mixed messages and gives resistance a better opportunity to focus.

3. The leaders had not been prepared for the change of management style required to manage a changed business or one where change is the norm. “Change programmes” fail in that they are seen as just that: “programmers”. The mentality of “now we’re going to do change and then we’ll get back to normal” causes the failure. Change as the cliché goes is a constant; so a one off programme, which presumably has a start and a finish, doesn’t address the long-term change in management style. 

4. They had chosen a change methodology or approach that did not suit the business. Or worse still had piled methodology upon methodology, programme upon programme. One organisation had 6 sigma, balanced scorecard and IIP methodology all at the same time.

5. The organisation had not been prepared and the internal culture had ‘pushed back’ against the change.

6. The business had ‘ram raided’ certain functions with little regard to the overall business (i.e. they had changed one part of the process and not considered the impact up or downstream) In short they had panicked and were looking for a quick win or to declare victory too soon. 

7. They had set the strategic direction for the change and then the leaders had remained remote from the change (sometimes called ‘Distance Transformation’) leaving the actual change to less motivated people. Success has many parents; failure is an orphan.

Very few organisations will manage all 7! However any one in isolation will make the change programme inconsistent and aggravate resistance. Advance planning and stakeholder management will avoid some of these pitfalls. Furthermore the list is an invaluable diagnostic tool for identifying why (and where) resistance is taking place, giving an opportunity to defuse resistance by correcting the mistake.

Conclusion:

• Resistance can be healthy (a pearl can result)

• Unknown, unanticipated, unquantified, unaddressed resistance will always be dangerous. 

• A badly thought out process and implementation will always result in resistance

• An independent change manager can bring the independence, experience, and objectivity to manage resistance.

• A successful change is essential in creating a change culture

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

The other day I was sitting on a train going into Oslo when I thought I’d take a look around the carriage just to see what everyone was doing. I wanted to make a mental note to have something to reflect about. So I put my phone down and took a look around me.

The chap beside me was reading a book about selling, the woman on the other side of the aisle was using her computer and the two men opposite me were discussing a presentation they had seen. Then it struck me – everyone around me was an ‘information consumer’. Everything they were doing involved the consumption of information that somebody else had provided.

Now that shouldn’t have surprised me too much. After all, that’s what I do – I sell information to people among other things. But it was the train journey that reminded me how much information people are buying. They are getting it from books, online, in meetings, via reports – all sorts of ways. We live in an information society nowadays.

That means there is an opportunity for you. Whatever business you are in, you deal with information – and people will pay you for what you know and what you have experienced.

Just six months ago my main business was speaking at seminars, conferences and running workshops. Now I’ve changed the way I earn my money by selling the information I used to give at talks and meetings directly to people who would otherwise be in my audience. And I am doing that online. People can download my talks, or they can buy ‘ebooks’ I have written about the subjects I specialise in (business psychology, if you must know). And it’s working.

In the past year, the Internet has gone from being just a source of referrals to my business, to being the prime source of my business. An interesting shift, from using internet as a tool, it has gradually switched to be the business itself by going over to plattforms and online systems.

Many businesses, however, do not take advantage of the huge consumer thirst for information. Instead, they just provide brochures and catalogues online. But what Internet users want is the information and the knowledge that exists within businesses.

So, to enhance your business and to ensure that your company succeeds online, make sure you provide information and knowledge-based products, such as ebooks and audio files. That way you’ll be tapping into the consumer demand for information. You will be able to make money out of selling the information you normally keep only for your customers. With the Internet you can now sell that information to anyone.

Building your teams around business models involving the possibilities of both new and old technology drawing your potential clients towards the behaviour you want is a great way of earning more money.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

Internal conflict, conflict within yourself, reflects the difference between what you really feel and what you are able or choose to do about it. Interpersonal conflict occurs between you and another person when what they do or say is different to what you feel and vice-versa.

Everyone has four basic psychological needs. These are the need to be valued, to be in control, the need for self esteem or self worth, and lastly the need for consistency or stability.

1. The need to be valued or appreciated by others is a basic psychological requirement

You want others to recognize your worth and appreciate your contributions. You are more motivated when your contributions are recognized. When you feel unappreciated, taken advantage of, or taken for granted your need to be appreciated and valued has been violated and this can trigger a response of fear, anger or frequently both.

2. The need to be in control

Being in control is important for everyone, but more for some than others. The more insecure you feel about yourself, the more controlling you may become. On the other hand, if you feel secure and confident about yourself, then your need to control others will reduce.

Whenever you have to deal with an over controlling person remember their need to control comes from their insecurity. Make them feel secure and their need to control will normally reduce.

3. The need for self esteem and self worth

By this I mean you should appreciate yourself and look to your strengths rather than any weakness (we all have both). A strong self esteem gives you a powerful, solid base for dealing with all types of problems and situations.

With a strong self esteem, you have the ability to positively respond or react to any type of situation, rather than reacting negatively by panicking of avoiding the potential conflict.

4. The need to be consistent

You need to know what is likely to happen in any given situation. You need consistency from family, partners, friends, everyone in your life otherwise you are always anxious about the unexpected.

This is not to say that no-one can change their minds but someone who changes opinions or reacts differently to the same situation brings a level of insecurity in to your life and you never know how to react.

The reason some people feel the need to change comes from their insecurity. They are insecure in themselves so they try to fit in with others all the time and will agree with whoever they feel is the most dominant personality.

Whenever any of these needs are not met conflicts, internal, external or both, are produced and people usually react in one of four ways. 

They can retaliate, dominate, isolate, or cooperate.

Retaliation and domination can result in extreme violence. Isolation separates the parties but does not resolve the conflict whereas with cooperation one party allows their feelings to be ignored and accepts the opinion of another over their own.

If you are aware of these basic needs and reactions you will begin to understand how and why you and others react the way you do. Considering these needs, understanding them and acting upon them will make you a more complete and therefore a more confident person and will give you strength at times of conflict.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

A project or challenge comes up and many people, without thinking, immediately form a team to research, solve the problem and implement the solution.  Teams can be a very powerful way to solve problems and implement massive improvements.  But teams aren’t the right answer to every situation.

To get the best possible results from the resources available, it is important that a leader answer a question they typically don’t ask – “Is a team the best way to address this situation?”

Unfortunately when they assume the answer to that first question they jump to “Who should I put on the team?”  When they start there, they may have already doomed the organization to less than the perfect solution, before they even get started.

This article poses five questions designed to help you answer this important first question.

Is the goal clear?  If the goal isn’t crystal clear yet, don’t form a team.  A team can develop a problem statement and solve a problem, but they can’t work successfully (at least not quickly and efficiently) with a goal that isn’t clearly articulated.  Once the goal is clear (you might want to meet with a couple of people in a one time meeting to get this clarity), you can continue on with the rest of the questions. Until then, don’t form a team!

Will the team have the resources they need to succeed? You may be the person who needs to provide those resources, or you may need to negotiate for them.  Teams need to know what resources they have in terms of skills, budget, time, support and more. While a lack of resources will challenge people and teams to be creative, there is a limit to this!  Teams will falter and struggle without the necessary resources to succeed.  Proceed with out them and you risk massive frustration and low productivity.

Does this really require a team? This is perhaps the biggest of the questions.  We all value collaboration and teamwork – but they don’t have to go together.   Collaboration can be achieved without a team.  Perhaps what you need to do is assign or find a person to run a project, and encourage others with valuable input and experience to collaborate and help as needed.  Remember there is a big difference between putting people on a team and asking them to help on an as-needed basis.  When you remember that you can foster collaboration without a team you allow yourself to really answer this question successfully. 

What is the relative importance? Not all projects or problems are created equal.  It is important to consider the relative importance of a situation before dedicating lots of resources to it.  Think about your overall plan and your people resources.  See where this fits into your big picture before you decide to form a team, versus assigning it to a single person to manage.

Is there time? It takes time to schedule, form, acclimate and help a team get a good start.  Is there time for all that, relative to the need for a solution or answer?  If not, get someone, get and decision and move on.

If you get yes answers to all of the questions above, congratulations!  Form your team and help them succeed.  

But if you get one or more no answers – do yourself and those you might put on a team – a favor.  Think a bit longer before automatically forming a team.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

As the saying goes “It takes two to tango.” Well, it also takes two to argue. It is impossible to have an argument with someone if they don’t participate. If your goal is to reach a solution and create a win/win outcome, arguing isn’t the route to take. Instead the best way to reach a collaborative conclusion is to ask questions.

We are taught to ask questions in coaching so the other person can hear in their own words the solutions. In fact it is said that coaches do not ask questions so they can hear the answer, but so the client can hear the answer. Questions allow the person to take ownership and responsibility for the solution. Although there are times, when coaching a client, that I already know the answer. It is more powerful to allow my client to come to it on their own in their own words. The same works in an argument. If all you want to do is argue, questioning isn’t likely to be helpful. If you want to co-create a solution questioning can assist in creating a solution that will be agreeable to both parties.

As an adjunct faculty member at a local University, I find that it is useless to argue or try to reason with students when talking with them about their grades. The student always begins the conversation believing I am wrong and they are right . . . the foundation to arguments. By asking simple questions such as “What do you think your grade should be?” or “If you were the professor how would you grade the paper?” the student begins to see the problem from a different perspective. Most of the time the conversation ends with the student accepting the grade or at least understanding why they earned it. Questioning allows them to work through the problem and think about it in a different way.

I find this process helpful anytime there is conflict. I found the process of asking questions to be extremely valuable when making a custom order at my local hardware store. I had followed the directions in the electrical department that advised me to take my custom order to the cashier and they would place the order, bill me and arrange for shipping. When I did that, the cashier was completely confused and called Gloria the head cashier over. Gloria proceeded to tell me that I was wrong and I would have to go to another department to place the order. I showed Gloria the instructions, but it was clear she wasn’t interested. Instead of arguing with her, I started asking questions. I started with the most important one, “Gloria, how are we going to resolve this?” I stayed calm and focused on the goal to get the order placed. Gloria wasn’t happy about helping me. However, in the end I got what I wanted without arguing about it. Questions helped Gloria and I stay focused without arguing.

Unless you just want to have a good argument, avoid defending your position and focus on asking questions. Questions take the heat out of the situation and allow both parties to view the problem from a different perspective. Even if you know the answer, the other person will be more open to the solution if they are allowed to discover it on her or his own.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

I work mainly with building teams, in a team, conflict is unfortunately an unavoidable factor that can occur. Same as a machine consist of parts that together adds up to a function and purpose. These parts might need need fixing no and then. A team likewise consist of people that interfere with each other to perform the function it is set to  solve, the purpose of the team. If we see the people within the organisation as parts of a machine, it is many things that can go wrong.

I been working with some conflicts in my career. To solve problems after analysing, designing a strategy and implementing the strategy sometimes taking the parts out to fix them is a solution. When the parts are out individuals often identify themselves as victims and/or people often do not really see themselves as a problem are typical. Fixing people parts if we can see it like that has one simple element, and that is to create understanding in the part. It rarely helps to tell someone they are the problem, go fix yourself! What you need to do is to create a greater understanding in the parts involved.

I have one example from a client, a typical client with a typical problem. No different from anyone else. It often starts with meeting a decision maker of some kind, someone who has addressed a problem within the team structure, some of the parts do not function as they should. There is always a finished and somewhat clear opinion to who and/or what the problem is to some degree. And in this case, it is no different. A conflict between two employees, the decision-maker who saw himself as a victim in the way an employee was behaving towards him. And an employee, who clearly showed no interest in changing his behaviour. Let it be noted that in Norway, we luckily have strong employment protection. So unlike many other places, we simply can not trow and replace this team part without further due. We have to try to fix things first, and that where people like me come in.

After talking to the decision-maker around the process and his role in this, he decided to use the meeting as an opportunity to shift perspective and try a new approach. He began by imagining that the employee had good intentions but was a bit rough around the edges. He considered that maybe if he aligned with the employee, he might be better able to direct him. First, he arranged the office chairs so that instead of face to face, they were at oblique angles and generally facing the same direction. Then he took a few deep breaths and opened the door.

The employee began by stating with intensity all that was going wrong with the project. The manager’s initial reaction was to resist the attack, but he refocused his attention on listening and understanding and sat quietly for a while. Instead of coming back with answers or a rebuttal, he found himself asking the employee what he thought the real nature of the problem was and what actions he would suggest to solve it. The confrontational atmosphere diffused and gave way to a sense of collaboration. The two were aligned physically in their chairs and now conceptually in the way they approached the problem. The change the manager made in himself turned out to be very effective, and both manager and employee began to work on solving the issues facing the project.

From Tormentor to Teacher

It’s hard to like everyone. Some colleagues are great partners; we know their style and blend easily with them. We “dance well together.” With others we always seem to be out of step. We wonder, How can they be that way? or What makes them tick? Or worse – we don’t care; we just want to be as far away as possible.

The problem is we still have to work with these people, and our reactivity in their presence gives them a kind of power over us. However, by seeking to understand the opponent, we take the initiative. At worst, we learn something. At best, we may turn them into an ally and improve the quality of the work environment.

But how do you turn a tormentor into a teacher? Begin by asking yourself some questions about who they are and why they behave the way they do.

Who is this person away from the workplace? See the different parts of this person – the parent, grandparent, friend, dancer, skier, singer, or loved one (of someone!). Chances are you’re only seeing the annoying part of your tormentor. Widen your perspective.

What is their positive intention? Underneath the disrespectful behavior, what do they really want? Respect? Independence? Control? Acknowledgement? Attention? You may realize that you have similar goals, though you seek them differently.

Why do you think they behave as they do? It’s useful to adopt the attitude that their actions have little (if anything) to do with you. Most people operate out of habit. Even if they don’t get the respect or attention they desire, they can’t change because they don’t know any other way. Maybe it falls to you to help them find it. Suggest ways they might achieve their aims more effectively. Be their teacher.

True Power

As you read this article, think of someone with whom your “dance” feels like a struggle. Then, instead of wishing they would change, start with yourself. It doesn’t mean you’re wrong, at fault, or need to change your opinion. It means that in order to resolve the conflict it works better to begin with what you can control – you.

Remember that you’re doing this for you. You’re stuck and you want to get unstuck. Like your tormentor, you’ve been taking actions that aren’t working, so try something new. When your well-being depends upon the actions of others, you inadvertently give them power. But with awareness and practice, you can make new choices about how you respond to the difficult people and situations in your life – and take the power back.

Our project manager and his employee will have more opportunities to dance with conflict as their relationship changes and grows. Thanks to the manager’s willingness to try something new, they’ve discovered common ground from which to begin the process. We all have challenging people in our lives. Will they be tormentors or teachers? Our perspective greatly influences our response.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

I have been fascinated over the years by the debate, research and discussion about leadership and management. Increasingly there seems to be a focus on the differences between leadership and management and it seems to me that this has developed in part because of deficits in one or the other.

Most of us would like to become, or to think of ourselves as, strong leaders. There is something appealing about the idea of creating and pursuing a vision and influencing others to support the necessary transitions. True enough, if it wasn’t for good leadership, nothing would change or improve.

Leadership training helps you unlock your full potential and realise your ambitions in the business world. Leadership is firmly at the core of every successful organisation, and the effective management of people is a hugely valuable skill that’s always in demand.

Open learning allows you to gain leadership training without the disruption of traditional study. With open learning you can study in your own time and at your own pace, moving through the training course at whatever rate suits you best. This means that you can easily fit your course around your current life commitments, whether you have family responsibilities, a full-time job or any other constraints on your time. You could even earn a prestigious business degree through open learning, and open up a whole new range of career opportunities for yourself!

However, not as many people seem to be as drawn toward being a good manager. Maybe I am misreading the “climate”, but management is often associated with the mundane, the routine and a whole range of “left-brain” activity for which the kudos are few.

There appears to be a perception that one can be a leader or a manager, but not much acknowledgement that those skill sets can reside in the same individual. I believe this is an erroneous view.

My view of leadership and management is that they do require different skill sets, but must co-exist in order for any change to occur effectively. It is like a hand and a glove. Put together they make a great partnership.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.

Leadership is a complex thing, anyone who tried to lead others would agree to that. Any team is as unique as the uniqueness of people. So even if there are many strong do’s and dont’s in leadership, nothing offers certainty like so much other things in life. Choosing the right strategy can be hard. I will not go in on any theoretical modules in this article. But enlighten small things to consider when developing leadership strategies for your teams.

Ensuring Successful Analysis, by:

Analysing the operating environments on a regular basis, and additionally when major changes occur; using legal and ethical means to gather information; using experienced specialists to gather and analyse the information; using an appropriate range of information gathering tools and techniques; gathering information from an appropriate range of sources; ensuring that forecasts, trends, predictions, are supported by sufficient evidence. The objective is to carry out an analysis that provides the organisation with a clear picture of the current environment in which it operates, and a forecast of impending changes. This will enable the leaders of the organisation to make changes to existing operational objectives in response to the findings on the current situation, and to longer term plans in preparation for the predicted changes. A thorough analysis should be carried out at least annually, with quarterly reviews. This will ensure that the leaders of the organisation are fully informed at all times, and are equipped with information that will enable them to respond appropriately to any changes which impact on the organisation.

Analysing The External Environment, by:

Identifying the components and the boundaries of the external environment in which the organisation operates; considering the current political, economic, social, technological, and environmental situation; gathering appropriate, sufficient, reliable, and valid information; identifying and evaluating trends;  evaluating the impact of current influences on the organisation; forecasting the impact of potential changes on the organisation. The objective here is to gather information which highlights or predicts changes in the world in which the organisation operates. There are many thousands of local and international influences and forces which impact on the organisation. Indicative examples include demographic changes, cultural changes, and social behaviour changes, all of which can lead to changes in customer markets and buying patterns. Another example is a potential or forecast change in a technology which could end demand for certain products or services. For almost any organisation, of any size, and in any sector, gathering and analysing this type of information is critical.

Evaluating Competitor Behaviour, by:

Identifying current and potential competitor organisations; gathering appropriate information on current and forecast competitor activity; evaluating the strengths and weaknesses of individual current competitors; considering the potential impact of new entrants or changes in competitor behaviour. The purpose of this is straightforward. Competitors are, by default, competing for the same customers, and if they are worthy competitors, they will be carrying out the same type of analytical activity, and responding to their findings. Competitor activity can be a vital component of the information gathered, as it indicates how similar organisations are responding to current and forecast changes.

Considering The Needs Of Stakeholders, by:

Identifying all stakeholders, within and outside the organisation; evaluating the importance of support from each stakeholder group; consulting with stakeholders to identify and understand their needs; explaining to stakeholders the organisation’s strategies and values; resolving conflicts and misunderstandings through discussion. The aim of this activity is to ensure that the needs of the stakeholders are known, and their views taken into consideration. Stakeholders can include operational staff, managers, trade unions, shareholders, suppliers, customers, clients, sponsors, funding organisations, partner organisations, local government departments, and local or national media. There can also be sector-specific stakeholders, such as relatives of patients, in the hospital sector, local residents affected by major construction projects, or parents of schoolchildren.

Evaluate The Internal Condition Of The Organisation, by:

Analysing the organisation’s current internal condition; carrying out a review of strengths, weaknesses, opportunities, and threats. The aim is to build a detailed picture of the current condition of the organisation, in terms of its internal health. This should be comprehensive, looking at all internal aspects of the organisation, including for example, the physical location(s) in which it operates, condition of buildings, equipment, vehicles, plant, funding, operational performance, recruitment, retention, training and development, policies, procedures, products, services and so on.

Adjusting Current Strategies, by:

Considering the findings of the analysis activities, and then evaluating current strategies and direction against these; consulting with specialists and key stakeholders about the proposed changes; adjusting current strategies and strategic objectives or replacing them with new ones; implementing a management system that will monitor, control, and adjust where necessary, the new strategies. The objective here is clear. To survive, the organisation must have in place appropriate strategies. Unless strategic direction, specific strategies, and their related objectives, are regularly evaluated, maintained and adjusted, the ability to compete will deteriorate and eventually the organisation will fail.

Adjusting Systems and Structures, by:

Evaluating the appropriateness of the current systems and structures in meeting the demands of the new strategies; consulting with all affected stakeholders on proposed changes; planning and implementing changes to operational, quality, and cultural systems, policies, procedures, and structures; implementing procedures to monitor, control, and adjust these as necessary. The purpose of this is to put in place an appropriate infrastructure that will support the new strategic and operational objectives. Unless this infrastructure is compatible with, and supports the achievement of, these objectives, the strategies will run into difficulties and almost certainly fail.

Adjusting Current Operational Objectives, by:

Adjusting operational objectives and activity in response to the changes in strategic direction; implementing an appropriate quality assurance management system to maintain operational quality standards; implementing procedures to monitor, control, and adjust operational activity and objectives as necessary. Operational activity must support and help achieve the strategic objectives. It is extremely damaging, if not fatal, to allow operational activity to continue unchanged, when the strategic direction and objectives of the organisation have changed.

Adjusting Personnel Capabilities, by:

Comparing the current and potential performance capability of key individuals and teams against the forecast performance requirements; improving personnel capability by re-training and development where appropriate; replacing individuals and teams where necessary; implementing an individual and team appraisal and development system.The aim of this activity is to ensure that, at all levels, the best possible individuals and teams are in place to support and help achieve the organisation’s goals. Without the right people the strategies will fail.

In Summary: analysing the environment in which the organisation operates is the most critically important activity that the organisation’s leaders undertake. It represents the sole purpose of the leaders, that is to ensure that the organisation is taking the most appropriate strategic direction and is equipped with the optimum resources needed to be successful in achieving its objectives. High quality information is critical to the success of the organisation, and information about the changes and challenges facing the organisation in the future is the most valuable of all.

Tim Hoiseth

Tim has background as is business psychologist and work sociologist with expertise in building organisations and teams to solve problems for the future. Tim has expertise in technology and the symbiosis between human interaction and technology in operational processes.