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Integrity is a key topic in Chapter 11. In my company, we have a set of core values and integrity is one of them. We define it as: Inspiring trust by taking responsibility, acting ethically, and encouraging honest and open debate. In further detail, it is discussed as meeting your commitments, admitting mistakes and turning them into learning opportunities. The text continues the discussion of integrity with the experience of work. I think that the list from the Dalai Lama's "Instructions for Life in the New Millennium", the organizational values, and the NCA Credo for Ethical Communication go beyond values for ethical communication and work. Just as the sources of these values vary, its applications are endless. When I read these lists, I immediately made connections to how I've been living/working these past few months. The ones that stuck out the most for me included:- Take into account that great love and great achievements involve great risk.- Share your knowledge. It is a way of achieving immortality. - Keep your word.In the very last section of the chapter, there are reflective stories to question, "What Will You Do Monday Morning?" To start, I hope that I am more mindful in my own communication and continue to have mindful dialogue in my relationships. I will try to recall these values and hopefully become a better communicator myself.
In today’s dynamic environment, it is very hard to keep up a consistent training program. This is my role at work – to build a training curriculum each fiscal year for employees to build skills in emerging technology areas. As the text states, knowledge and skills to be taught are evolving at blinding speed. As adult learners, as soon as we identify that a skill is needed, we want the information now.
I just started this role last year because the training program was under much scrutiny. It ranked low on employee surveys and operated as a separate function to day-to-day work. After 1 year, we still have a lot to learn, but we tied the program to building relevant skills and I hope that the program promotes a flexible approach to continuous learning. There are classroom, small group and virtual learning opportunities available. Computer-based (online) training is a popular choice because it can be delivered to a wide audience and is often flexible as to when an individual can take the course (asynchronous learning). We are recognizing that training and performance are tied together and working to build successful individuals in both areas.
In the web lecture, it is stated that dialogic democracy is well-suited to organizations because dialogue requires collaboration. I find this very interesting because organizations do have the tools and methods to increase collaboration, but like the lecture says, it requires a genuine commitment to the process. Too often, I've seen tools pushed to my colleagues and me that are meant to help collaboration across tasks, locations and people. However, we often bypass the opportunity to learn about the tools and the best way to use them. The tools often go unused and we continue to work singly on our individual tasks. It is also common that I notice we don't often listen to each other. We're too busy to get our work done that it can narrow our perspectives on problem solving and decision making as a group. Decisions only get made by a few people. This also echoes some of the attributes of participatory democracy, where power is seldom distributed equally and not all participants enjoy full access to information.
In my work group, we study emerging technology trends and develop prototypes to demonstrate the potential impact of these trends on business processes. To promote these ideas, we host client workshops where we communicate our ideas and vision. Realizing that a major component of our role is to ‘sell’ these ideas, the managing director recently requested that all executives attend effective communication training. It is critical that the executives tell a compelling story and can articulate how our ideas will transform a business. (In a way, the director pushed each of these executives to become change agents).
However, it is not enough to just be trained on these communication topics. I agree that leaders must establish behavioral habits that enact and reinforce this vision. It is true that only a few of these executives will probably rise to the next level of leadership.
The multiple stakeholder model asserts that organizations ought to be concerned with the interests of many individuals and groups, not just shareholders and stockholders. Last year, my office moved to downtown San Jose. Before moving, we renovated the entire floor. It was very high priority that we were environmentally-conscious in our decisions by selecting material and products that are renewable and sustainable. By doing this, we have applied for LEED (Leadership in Energy and Environmental Design) status.
Organizations that have participated in applying for LEED status seem to receive favorable press and influence which organizations to partner with. The 'green' initiative is also a hot topic at work, with several projects focused on estimating and reducing carbon footprints, eco-challenges, and 'green' interest groups. In recent years, there is definitely more focus on balancing and aligning the goals of the organization with a respect for the well-being of the planet (a more democratic work environment).
I am in a situation at work where my project team is distributed in 3 locations: Chicago, San Jose and Bangalore, India. With the advance in communication and collaboration technologies, this virtual team was put together by the project leadership based on our skills and knowledge. To collaborate, we use a shared team website, frequent conference calls and instant messaging tools. However, no matter what tools we use, there are still vastly different time zones (India and California are 12 ½ hours apart), different cultures and different ways of working. As the project deadline soon approaches, we are experiencing many challenges in communication. The expectations of how team members deliver work seem to vary among individuals. Unfortunately, this has led to much conflict and a delay in project timelines. It is a dynamic time in organizations with the increase in global teams. I agree with the text that a large part of the team development includes mutual respect and trust. Our situation is not unique. The student in me is curious to how this will work out and what role the team members and managers will play. The worker in me is anxious for it to be worked out soon.
The text defines work/life conflict as the simultaneous influence of work on members’ lives away from work and the influence of personal life responsibilities and aspirations on members’ experiences at work. Since I enrolled in my graduate program, I find myself struggling at times to find work/life/school balance. I sincerely try to keep the 3 areas separate so that I can focus on the task at hand, but inevitably, one area flows into another and it’s midnight while I’m submitting a report for work. I agree with the text in that communication technologies can enable more flexibility in when/where we work, but it’s on the individual to set boundaries. I’ve seen and done many examples of trying to fit in every spare moment of time with something productive – this often leads to much tension and stress. I’m looking forward to my next vacation. :-)
