Context Matters
Cover
The book Sociological Paradigms in Organizational Analysis, by Burrell and Morgan debates four questions in sociology. These debated questions included (1) is reality given or is it a product of the mind? (2) must one experience something in order to understand it? (3) do humans have free will or are we determined to by our environment? and (4) is understanding best achieved through scientific method or direct experience? These are paradigms I have been interested in ever since reading Stephen R. Covey’s book The 7 Habits of Highly Effective People. And what I have come up with is that it depends on the context of one’s view, position and situation.
In Seven Habits, Covey relates that Frank Koch once wrote:
Two battleships assigned to the training squadron had been at sea on maneuvers in heavy weather for several days. I was serving on the lead battleship and was on watch on the bridge as night fell. Shortly after dark, the lookout on the wing of the bridge reported, “Light, bearing on the starboard bow”; The captain called out “Is it steady or moving? The lookout replied, “Steady, captain”; which meant we were on a collision course. The captain then called to the signalman, “Signal that ship: we are on a collision course, advise you change course 20 degrees”. Back came the reply, “Advisable for you to change course 20 degrees. The captain said, “Send, I’m a Captain. Change course 20 degrees”. Back came the response, “I’m a Seaman, second class. Advise you to change course.” The Captain spat out, “tell him I’m a Battleship.” Back came a signal “I’m a Lighthouse”. We changed course.
The notion that we need to understand paradigms in context is something I routinely try to impress upon my own staff. Anyone can appreciate the notion that a battleship must yield to a lighthouse once they realize the strength of their respective positions, but it is a bit more challenging trying to impress upon those who deliver services to the needy that they should always be thinking outside of their own “box”. Thus, for example, before they act I want them to understand how their actions might be perceived, whether by the families of those we serve, by those who pay for services, or by the disabled consumers of our services. Context Matters!
I believe that all of the seven habits are relevant to leading an organization; however, I intend on discussing the context of being proactive, beginning thoughts, listening and teamwork.
Being Proactive. Source: flickr.com/photos/koolwaaij
Proactive
Within an organization’s development, there is a repetitive discussion about being proactive. This discussion ranges from understanding the needs of consumers, families, advocates, staff, funders and community; and then planning to meet those needs. This planning consists of meetings, surveys, audits, proposals and anything that would assist an organization in creating programs and services. My organization is not any different – which is both the reality and a product of organizational thinking. At Evelyn Douglin Center for Serving People In Need, Inc. (EDCSPIN), we are constantly taking the initiative to figure out how we serve the developmentally disabled while making productive choices and evaluating subsequent consequences. For example, twice a year we send out consumer/advocate surveys; monthly conduct internal quality assurance and compliance audits; and once a year I meet with the staff (without management) to connect with my direct support professionals. This is done not just because it’s a part of leadership style but because in order to maintain a satisfied consumer base, staff morale and program certification, my organization must be proactive.
Beginning Thoughts
The success of EDCSPIN has been strengthened on beginning thoughts in consumer care, service delivery and funder evaluations. Beginning by thinking about the ending has served us well. Our experience has supported this understanding. Ultimately, we must provide each residential consumer with twenty-four hour care in a safe and secure environment. This is the final product of our services. However, while keeping that thought in mind we must ensure that their quality of life is not compromised or individual needs are not being met. In addition, with service planning all participants must attend meetings, review documents and be involved in decisions. The end product in planning is a comprehensive assessment is done involving all interest parties (including the recipient of services) and avoids multiple meetings, scheduling conflicts and unsatisfactory results. To that end, EDCSPIN evaluates what is the goal and then begins to conduct business towards that goal.
Listening
There is a huge value in simply listening. Our consumers and their families absolutely expect to be heard and understood. As heads of organizations, we occasionally miss the mark because the time was not taken to understand the desired objective from consumers and staff. In the Catholic Prayer of Saint Francis of Assisi, it states that “O Divine Master, grant that I may not so much seek ………. to be understood as to understand.” This might seem easy at first, but it takes skills and patience. For me, I believe that this is where we have to exercise the free will to listen. At EDCSPIN, we have been able to assist community leaders; attend Board of Education meetings and hearings; and even interact effectively in medical settings because we want to understand what we have been charged to accomplish. Listening and then Responding is essential to an organization development, especially its Leadership.
Teamwork. Source: flickr.com/photos/superzelle
Teamwork
At EDCSPIN, “Everybody Paddles – at the Same Time, in the Same Direction, towards the Same Goal.” In preparation for my first management retreat, I introduced this quote to foster and sustain a synergy that only together we will serve our consumers, develop programs and grow an organization. Four years later, I am extremely pleased to report that the management and direct support to our consumers, families and community has not let me down. Here, employee direct experience of participating in team building activities is a contribution factor to the existing synergy. Organizations have to spend a great deal of time creating importance around teamwork. We witness it in sports, marital unions, companies and even now in countries. It takes the collaborative efforts of a people to make things happen. I am not indicating that this is simple, quick or easy, but it’s important, relevant and must be achieved.
In closing, the context in which being proactive, beginning thoughts, listening and teamwork is presented will make the difference. Organization Leadership must develop a contextual presence of the effective habits. This is not a poster, brochure, speech or annual retreat; it must become an organization value. Over the past year, the EDCSPIN management staff restated the values of our organization. The investment in creating a statement of who we are, what we are about, how we will function and which direction we are headed has been a tremendous turning point in our organization. The context of “People with Disabilities First; Integrity; Respect; Opportunity; Accountability; and Togetherness” has changed an organization in Brooklyn, New York and I am ecstatic to be its Executive.
BIBLIOGRAPHY
Archer, Esq., Charles A., 2007
Burrell, Gibson and Gareth Morgan, Sociological Paradigms and Organizational Analysis, (Ashgate, 1979)
Covey, Stephen R., The 7 Habits of Highly Effective People, (Free Press, 1989)
Evelyn Douglin Center for Serving People In Need, Inc., Organizational Values, (www.edcspin.org, 2010)
Haase, Albert, Instruments of Christ – Reflections on the Peace Prayer of Saint Francis of Assisi ( St. Anthony Messenger Press, 2003).
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