EBI Cycle 2: Fowler (1996) Induction levels

Having spent ages trying to find a model to help change the behaviour of staff leaving the organisation (in order to help my project succeed) friends and colleagues helped me see that when you have a ‘people’ issue – look to the ‘people (hr) theories for a solution. It’s quite embarrassing really!

Fowler’s (1996) inductio levels suggests four key areas for consideration – individual, job/task level, support at depth level and organisational level. The sub-topics of each can be seen in my diagram above.

This model helped me to see the need to emphasise on the job training and set goals/provide rewards related to my project to new arrivals.

It also signpostedme to wider issues such as socialisation (from PESTLE) which will help build project team/stakeholder cohesion.

Retrospectively it helped me to see that the issues I had raised linked to the OGC Change Model (discussed/referenced in later post). Where i had/could use common reasons for project failure to surface levers, individualised leadership and social opportunities for stakeholder engagement/integration. This experience has been great in providing a nifty approach to risk management where the OGC reasons for project failure provide a trigger for me to identify risks and seek mitigating actions.

Areas where I had to work hard to ale the model fit the situation were; it is easy to get bogged down in the vast amount if sub- topics, presentation of the model as a list doesn’t help here. , as always not all areas of the model may be appropriate. On reflection I think if I were Fowler I would find a more creative way to present the model in order to do it more justice – it has been much more than just a list for me! And as with Morgan and Hunts (1994) trust model the need to seek wider business function links is quite tacit.

So what……

– I need to consult the model prior to every new induction, rather than having a one size fits all induction ‘tick sheet’ – you’ll know them we’ve all had to use them/create them in the past. Boring! But hone down the list.

– when trying to maintain project momentum look for larger strategic links to incentivise effort and reward the behaviour you want to see so that it sticks and the message gets out to others

– identifying stakeholders and opportunities for joint working (where a project relates) is soooo important!

– always look to consider the wider business functions, they surface so much helpful info in planning action.

– consider presentation and how it can be adapted to capture interest. List aren’t great are they!

So there it is my second review of an applied model with a ‘real life’ Jonathan Miller example of its use. Struggling to find any related business examples so if you see/hear of any let me know – I’d be very grateful. I’ll keep looking in the meantime (it’s like writing to ‘dear diary’). 🙂

EBI – Cycle 1: Morgan and Hunt’s (1994) Trust Model

So this model suggests that by increasing relationship termination costs, relationship benefits, shared values and communication – whilst reducing opportunistic behaviour – you can improve trust and relationship Committment.

In return you can expect to see increased acquiescence, cooperation, functional conflict and a reduced propensity to leave and uncertainty.

I was able to use this model to help gain cooperation from a resistant stakeholder (to a process change). The termination costs and benefits were simple to surface but others were a bit more interesting. The model pointed me to research the stakeholders values in order to identify shared values that I could use as leverage to gain trust and cooperation – they ran from a value of creating time in a busy period (through a more efficient process) to more simple values such as a better looking product in the process (spreadsheet) format/presentation.

In investigating the communication aspect of the model I discovered that my own communication with the stakeholder was pretty poor, and that I needed to address to in order to be able to discuss his needs and highlight the shared value benefits of the change. But in order to do to I had to be ‘opportunistic’ and identify times of the day/week that would be best for me to do so – an inter- model conflict!

Expectedly the model cannot cater for ‘time’ and external factors – I have yet to put the plan into action. It also assumes that all employees can terminate a relationship – at worst by resigning – but this is not an option in my type of employment. If it were the idea of loosing face and having someone else complete the job would not fit with the organisation culture nor the stakeholders now motivations – where perceptions of others is very important.

The ‘promised’ cooperation – although yet to be seen as a result of my own actions – was also achieved out with the model, it was ‘persuaded’ in the meeting by the chair who had more power. This suggests that cooperation can be obtained through means outside of the model, although the longevity of such an approach is questionable.

I’m not too sure how clear the line between conflict and functional conflict is and would therefore imagine that it is hard to measure the difference when assessing the impact of the model at work.

The model really helped reframe the issue from the stakeholders pint of view and promoted wider thinking when it came to stakeholder motivations – Scheins (1992) iceberg was also used. So what….. Investigating these things provided a number of levers to influence the stakeholder to cooperate.

It also highlighted failings in my own behaviour – communication. So what – made me look for opportunities to improve my own performance west testing out the model at the same time. this did conflict with the models own suggestion of reducing opportunistic behaviour though. it may have a positive effect but could cause more damage if my behaviour/intentions were exposed!

Use of lewins force field analysis in these case will help determine the course of action to take.

circumstances change over time and what the stakeholder values one day may be different from the next. continuous review is critical.

the model doesn’t explicitly point toward other business functions for consideration – these approaches are important but tacit.

A successful example of its use could be cafė directwhere helping farmers make a living, support their families provide termination costs and benefits. The fair trade ideal, their partnership program and their gold standard payment over coffee share price provide relationship benefits and espouse shared values of ethics, sustainability, solidarity and equity. And their pricing strategy and investment in farming infrastructure and development of the local area all indicate that the company aren’t taking an opportunity to increase profit only.

The cooperation is seen in farmers meeting demand, improving supply road networks with the additional funds and projects to help protect against environmental threats. And the transparent approach/relationship with cooperatives ensures that uncertainty remains at a minimum.

On the other side of the coin Vince Cables (business secretary) management of privatising the royal mail highlights that valuing the parties position over the best result for the public and not communicating to determine how suggested share price lay with demand – highlight, conversely, reduced shared values, reduced communication and increased opportunistic behaviour! The result – mass up- roar from the public, see in the media, reduced support for government and the lib dems and huge uncertainty about how the future sale of RBS shares will be dealt with – all opposed outcomes to Morgan and Hunts acquiescence, propensity to leave, cooperation, functional conflict and uncertainty outcomes.

Nice one Vince and well done Cafė Direct 🙂

Its all over…

Finally handed my assignment in on time.  Its been emotional but a huge amount of learning has taken place!

B716-TMA07

Thanks to everyone who has provided input – your thoughts and advice has been fantastic.

Evidence Based Initiative (EBI)

Just created a new category dedicated to my Ebi. Hopefully it will help me develop a good end of year assignment prior to the final exams!