You have probably come across the business adage, “the soft stuff is the hard stuff”. Like a number of famous quotes, is not quite clear to me who first coined the term – there is quite a lot on it online. But was it Covery? Enrico? Anyhow…
When thinking about organisations I like the distinction between structure, process and behaviour.
In one meeting last week I was challenged: “so, are you an organisational behaviourist?” Normally, I prefer to use Edgar Schein’s language and see myself as a ‘helper’ – and not even an OD specialist or Change Manager, which LinkedIn endorsements tend to say I am. So, I wasn’t sure I wanted the Organisation Behaviourist tag. But I guess I am the OB title. I see behaviour as key for it provides the physiology of organisational life – ways of working that can make any ‘anatomy’ work, or not. If I ask people to think of a leader they admire or a team that is performing well, and then write what it is about them down that impresses them, it is clear that the vast majority of the positive attributes are attitudes not technical skills, behaviour not knowledge.
There are some notable approaches to orchestrating behaviour shifts through ‘nudges’. Also, there is lots of training offered to change behaviour – from ‘difficult conversations’ to ‘line management’ to ‘team working’.
For me, the most significant improvements in organisation come from a disciplined focus on behavioural improvements around R and E in FRE – that is ‘responsibility’ and ‘example’. But I know from my work that the ongoing curiosity and empathy that is needed for this sort of sustained shift isn’t easy to generate and maintain.
A recent HBR study shows that even the most thoughtful training approaches bring about minimum behavioural changes long term, in the absence of a shift in the example of senior leaders. This makes sense – at least it confirms the finding from my decade-old research about getting values into practice, see this.
So these ‘soft’ shifts are hard. That is clear.
On a recent trip to Australia I saw a new way of promoting a long lasting shift in the culture of organisations in action. I saw it at work in settings as diverse as a bank, a commonwealth department and in a food manufacturing plant. The ‘Blue Bus’ approach started out in steel manufacturing and mining. It is spreading. It is a sticky idea. There is a pull. It seems to be passing the Chili Test. It makes the distinction between ‘hardware’ and ‘software. Between the ‘spaces’ leaders regularly ‘play’ like strategy, tools and systems and the area that is really needed for individual, team and organisational performance: mind-set, values and behaviour.
If you are in Asia or the Pacific (or even Australia!) and want to find out more, do let me know – I can make an e-intro. As there is deliberately almost nothing about it online. And, looking ahead, the guys (in a gender neutral sense) will be over in Europe in 2017.