Month: August 2020

“There is a great paradox that points to the hopeful path ahead,” writes thought leader Margaret Wheatley in her essay When Change is Out of Our Control. “It is possible to prepare for the future without knowing what it will be. The primary way to prepare for the unknown is to attend to the quality of our relationships, to how well we know and trust one another.”

Wheatley writes that the key to cultivating these relationships is by doing meaningful work together. In this new era of Zoom, it’s easy to divide the work in ways that allow us to conquer it individually instead of as a group but we must fight the urge to do so. She outlines several strategies for strengthening relationships and they remind me very much of the same principles that Daniel Coyle outlines in The Culture Code. It comes down to what he terms as (psychological) safety, vulnerability and purpose.

In Wheatley’s language, the list looks like this:

• Focus people on the bigger picture – bringing people together so they can look beyond the urgent and prevent inward spiraling
• Demand honest, forthright communication – information helps alleviate stress
• Prepare for the unknown – practice with others through scenarios or simulations
• Keep meaning at the forefront – articulate how the work contributes to meaningful outcomes
• Use rituals and symbols – encourage shared expressions to celebrate or mourn
• Pay attention to individuals – take the time to reach out to support and care for each other

Even Wheatley admits that none of her strategies provide new organizational advice. The key is actually implementing some of them – making the time to enhance your culture and the wellbeing of your team – even when chaos is swirling around all of you. Bottom lines may be brutal, hearts may be heavy and the virus may seem never-ending, but the bridge to the other side is built with trusting relationships. Don’t stay on your side of the chasm alone.

For Part 1 of this concept, see yesterday’s dot here.

Thought leader Margaret Wheatley wrote an essay entitled “When Change is Out of Our Control.” She writes: “Uncertainty leads to increased fear. As fear levels rise, it is normal for people to focus on personal security and safety. We tend to withdraw, become more self-serving, and more defensive. We focus on smaller and smaller details, those things we can control. It becomes more difficult to work together, and nearly impossible to focus on the bigger picture.”

Sounds very timely, doesn’t it? Only she wrote the piece in July 2002 when the world was still reeling from the effects of 9-11.

At the time, the terrorist attacks were the greatest disruption that most of us had seen. Whole industries were impacted, the economy took a big hit and 3000 people died. Now we long for that level of outcomes.

But amidst all the gloom, in her signature style, Dr. Wheatly provides a recipe of hope for individuals and organizations: “In order to counter the negative organizational dynamics stimulated by stress and uncertainty, we must give full attention to the quality of our relationships. Nothing else works, no new tools or technical applications, no redesigned organizational chart. The solution is each other. If we can rely on one another, we can cope with almost anything. Without each other, we retreat into fear.”

I thought of her admonition when I had a phone call with my project leader last week. She scheduled it just to chat – no business to conduct and no agenda, just an “I miss you check-in.” It was good for the soul and helped me reconnect to the purpose of what I’m doing for them.

We’re all “COVIDed-out,” but unfortunately, the virus isn’t finished with us. To persist and prevail in these times of uncertainty we need to reach out and nurture our relationships rather than retreat from them. More on her specific strategies tomorrow…