 Engagedly (performance management system) name Jon Ingham in their list of top 100 HR Influencers for 2018.
The list of 100 was narrowed down by Engagedly's industry research from nearly 300 candidates and nominations. The research team closely researched the industry and considered HR professionals from all divisions and sub-specialties within the broader HR community to encompass the entire industry, including HR Generals, HR Tech, Talent Management, and more. "This year, we took a data-driven approach to the Top 100 List. We analyzed professionals on their social media following, blogging activity, presence at conferences, work in academia, and innovative contributions. We put an emphasis on recency, frequency, and relevance of engagement over the past year." For more information:
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 I think one of the best recent books on social capital related topics is Extreme Teaming by Amy Edmondson, who I note in The Social Organization has previously introduced the ideas of teaming and psychological safety.
Teaming is about the idea that people join and form teams increasingly frequently, and therefore the team (the noun) starts to become less important than the ability to team (the verb). Psychological Safety is the trust people have that others in their team (and I would argue, other types of group) have to have that others have their back, ie that they will be supported when they take a risk. The idea of Extreme Teaming in the new book extends the idea to complex, cross sector and cross organisation situations. This builds on Edmondson’s earlier book on Big Teaming which dealt with a slightly simpler, if still complex, environment of cross discipline, but still intra organisational teaming. I particularly like Edmondson’s articulation of the well known idea that teaming is required because of the demands to match increasing specialisation with increasingly complex challenges. “The so called knowledge explosion leads to narrower and deeper areas of specialisation. Fields this span subfields.” “On the other hand concurrent with the rise of narrow and deep expertise, the problems facing organisations and society have not of course narrowed accordingly. Instead they are increasingly complex and multifaceted. Addressing them requires multi-disciplinary approaches.” “This, to solve complex problems and innovate in ways that reflect the increasing rate of change, today’s organisations must take advantage of deep specialised knowledge and manage knowledge integration across these domains of expertise at the same time. These two opposing challenges create the need for organisations to master extreme teaming.” Edmondson also notes GE’s claim that “today’s problems are too big for them to solve alone and that to do so they need to collaborate like they never have before.” I also like the case studies in the book. However the important thing for me isn’t that these examples are cross organisational as well as cross discipline, it’s that they’re so complex that they can’t be dealt with in a normal team. Some of the example (projects Fiona and Sofia) are therefore fairly traditional, a bit like the smart cities case study in Edmondson’s earlier book, or Paul Sparrow’s examples of collaborative HR. I’ve already suggested that teams, communities and networks actually need more than psychological safety and it’s interesting that it’s Project Fiona which is used to demonstrate the need for psychological safety, not one of projects Bianca or Willa which are much more complex. This It is this complexity which I think means that human ingenuity rather than management of the project becomes the most important factor. People rather than tasks. Edmondson also reviews the response to the Chilean mine disaster: “An extraordinary cross-industry teaming effort by hundreds of individuals spanning physical, organisational, cultural, geographic, and professional boundaries. Engineers, geologists, drilling specialists, and more came together from different organisations, sectors and nations to work on the immensely challenging technical problem of locating, reaching and extracting the trapped miners.” Responding to this challenge included a relatively clear objective but little clarity in how the objective could be achieved. It involved three parallel ‘teaming efforts’, with different clusters of experts coming up with complementary pieces of the solution and roles emerging and shifting as the teaming went on. “Leaders of different subgrouping met routinely every morning and called for additional quick meetings on an as-needed basis.” Edmondson may call these examples of extreme teaming but they don’t display many of the traditional traits of teams. Eg comparing the Chilean mine challenge vs Hackman’s conditions for a team:
I guess these differences are why Edmondson calls the examples extreme rather than just big. But for me, they’re just not teaming at all. They’re networking. In fact they are examples of what, in The Social Organization, I call Performance Networking. They’re the use of networks, not just in the informal, tactical, communication oriented way these have traditionally been associated with, but to achieve really important contributions. Formal, strategic, performance oriented networks. Flash networks not flash teams. Perhaps this shouldn’t be a surprise. Edmondson suggests that teams are the performance unit per excellence for innovation. But I think it’s generally understood that this isn’t teams, it’s networks. Or it depends on what the innovation demand is about. Executing innovative ideas tends to be best performed by teams, but creating the innovative breakthrough is best achieved through networks. So performance networks beat teams when the creation is the critical requirement vs just the execution. Finally, I also like the explanations on the problems, functions and benefits of extreme teaming / performance networking. The problems focus on communication failures at the boundaries between professions, organisations and industries (or across the network): “As individuals bring diverse expertise, skills, perspectives, and goals together in unique configurations to accomplish challenging goals, they must overcome subtle and not-so-subtle challenges of communicating across boundaries. Some boundaries are obvious - being in different countries with different time zones, for example. Others are subtle, such as when two engineers working for the same company in different facilities unknowingly bring different taken-for-granted assumptions about how to carry out this or that technical procedure to collaboration.” (ie a lack of shared norms as in traditional high performing teams.) This is compounded by interpersonal challenges around people’s emotions and relationships, ensuring others are seen as in the same ‘in group’ and developing relational co-ordination. The four functions Edmondson suggests are building an engaging vision, cultivating psychological safety (I’d suggest psychological curiosity is what really powers performance networks), developing shared mental models and empowering agile execution . Shared mental models, which includes diagnosing interfaces for knowledge sharing and leveraging boundary objects is demonstrated very well through Project Willa, a collaborative effort involving more than 80 individuals from four organisations, 20 disciplines and 4 countries. “Immense diversity of technical expertise had to be accommodated by collaborators who shared neither mother tongue nor time zone.”
The benefits of the approach include helping tap the potential provided by group diversity. This takes place through group learning behaviours / processes which include “asking questions, seeking feedback, experimenting, reflecting on results, and discussing errors or unexpected outcomes of actions.” Jon Ingham.
 Jon is included in this article on developing internal relationships in the digital workplace published on the UNLEASH conference site.
Despite what the article suggests, he didn’t actually say that the US is behind the rest of the world - simply that each country / region experiences it’s own unique challenges. Here’s the full interview: Tell me a little about your professional background and organization I am a consultant at The Social Organization and focus on helping companies develop innovative people strategies, often based on ensuring people are able to work together effectively. I started my career in engineering and IT and when I came into HR started with an engineer’s perspective on designing and managing HR processes. But I was fortunate to get a job as HR Director for EY which even then was a very people focused, progressive firm. That experience led to a growing interest in organisation development and a desire to really understand people and the way we learn, become engaged, work together and perform. I still think that it is really important for HR professionals - understanding 'the business' is vital but our real difference comes from our understanding of the people within in. Technology is important too and I’ve maintained an interest in this since my days in IT (including an early involvement in UNLEASH’s original format, HR Tech Europe). Today’s digital workplace provides a major opportunity for HR to impact the business through people. What are the biggest benefits and challenges of today's digital workplace? The digital workplace enables us to get work done differently and better, and most importantly, work done that we would not have been able to do before. This applies particularly strongly to communication and collaboration, analytics and AI. For example, in organisation design, the digital workplace is now one of the most important elements of an organisation, and can have as much if not more impact on people’s ability to work, as the structure and processes we use. The most common challenge in using the digital workplace is that unlike most IT systems people generally do not need to use it to get their jobs done, as the benefits are often organisational rather than individual. People have therefore got to understand the needs and broader benefits in using it, and to be engaged in supporting their organisation by doing the right thing. This means that the digital workplace needs to be designed for people, meaning that we now need to be very serious about the employee experience resulting from its use. An area that often gets missed is that the digital workplace needs to align with, ie to support and inform, the rest of the organisation. The physical workplace is particularly important and the digital and physical workplaces need to encourage the same type of behaviours and provide a similar type of experience. Why are interpersonal relationships important as teams grow more digital and/or remote? Relationships have always been important. The most fundamental idea behind organisations is that a number of people working together can achieve more than the same number of people working on their own. But this will only be the case if their relationships enable them to do so. More recently, relationships have become even more important. The amount of knowledge available and being generated is leading to greater specialisation in people’s roles. At the same time, the issues confronting organisations are becoming increasingly complex. This leads to growing demands to bring various people with different skills and perspectives together in teams, other groups and networks. These demands are only going to increase. As AI takes over a lot of work currently performed by people, the main area that will be left as our competitive advantage is the ability to have relationships with each other. Virtual and remote working make it more difficult to develop the quality relationships we need and therefore make this resource even more important. Put all of this together and we'll soon need to start thinking less about people as knowledge workers, and more about ourselves as relationship workers, where relationships are the core aspect of what we do. What tools or best practices can leaders employ to foster good interpersonal relationships in their digital workplace? I think the key is to manage the implementation and maintenance of digital workplaces as organisation development interventions, not as IT. It is really critical to involve people, and to design for people. HR’s increasing interest in design thinking and its use of personas and journey mapping is really useful here. The implementation also needs to be supported by broader OD activities as, for example, it is easier for people to collaborate online if they know the people they are collaborating with offline too. Other simple, human actions can make a big difference too, for example giving the workplace a human name that people can relate to. Community management is vital and is a great role for people in HR to take on. In many ways community management is the new HR - as in, traditional HR has been about individuals and human capital, the new HR is about relationships, communities and social capital. Aside from the U.S., do you see any particular region or industry doing an especially good job at cultivating these relationships? I am not so sure the US is doing a good job actually. I think Americans' sense of personal identify means that communities often end up as groups of people shouting at each other and it can be really difficult to get people to cooperate and collaborate with each other to their full extent. True community needs a sense of what’s in it for us, not just of what’s in it for me. I also think there is this strange thing where HR excellence is a power law whereas it is a normal distribution curve elsewhere. Ie there are a small number of truly excellent organisations but an awful lot of mediocre ones focused on hiring and firing too. Those from the later group are going to find developing relationships, and therefore getting the best out of their digital workplaces really hard to do. Asia has the opposite problem in that there is a lot of focus on groups but there is the downside that people can also disappear and lose their sense of identify within them. Out of all the countries where I have worked, I would say that South Africa is the best placed. They have enormous technological challenges but once these are sorted, their culture of allowing people to sit around and talk things through will act as a huge advantage there.  One of my now favourite books on social organisations is Jody Hoffer Gittell’s book on organisation development, Transforming Relationships for High Performance: the Power of Relational Coordination. I only read this after writing The Social Organization although I did refer to her previous write up of coordination at Southwest Airlines in my own book.
Relational coordination is defined as coordinating work through high quality communication, supported by relationships of shared goals, shared knowledge and mutual respect. These dimensions foster communication that is sufficiently frequent and positive. Whilst seemingly idealistic the approach is extremely practical. It is presented as a high road strategy of smarter, more efficient delivery contrasting with the low road of reducing wages and working conditions. High road strategies are fundamentally relational because employee skills need to be connected through relationships in order to create value. “Human capital is only half the story - it is through social capital that human capital is combined and leveraged for maximum impact.” Relational coordination is supported by relational leadership and is required to provide relational coproduction for clients. Supporting my focus on both social architecture and organisational society, Hoffer Gittell notes that organisational structures can either weaken or support relational coordination and also that relationships emerge in ways that are not entirely predictable and are therefore difficult to change and sustain intentionally. She therefore presents a Relational Model of Organisational Change which consists of three complementary, synergistic and integrated sets of interventions which link the main elements in my Organisation Prioritisation Model: 1. Relational interventions disrupt and transform relationships patterns and are based on organisation development and positive organisational psychology. The interventions build a safe space for humble inquiry, enabling people to transform themselves and the way they see their roles in their organisations, trying out new role relationships and role modelling positive relational behaviours. I particularly like HG’s suggestions on using a relational coordination survey (a very simple organisational network analysis / ONA); liberating structures for emergent design (eg appreciative inquiry, open space, fishbowl, etc); facilitated dialogue through conversations of interdependence and perspective taking through improv. 2. Process interventions focus on the work itself, helping people visualise the work they are engaged in and identifying opportunities to improve it through process mapping, considering organisational microsystems, goal clarification, structured problem solving and experimentation. Relational and work process interventions tend to be seen as complementary but separate. However, there is value in bringing them together, eg positive deviance and appreciative inquiry are introduced as tools for relational intervention these can be used for work process interventions too. 3. Structural interventions provide the required new roles to push against our our natural homophily and hardwire new teamwork dynamics, replacing the traditional bureaucratic structures which can undermine these. For example, narrow spans can be used to create more intimate and informal relationships between supervisors and those on the frontline, supporting shared objectives, coaching and performance assessments, especially for those working in interdependent roles. “The solution is not to get rid of structures but rather to redesign them to support the reciprocal patterns of interrelating that we ned to meet performance pressures.” Structural changes are especially important when people do not know each other personally and in order to scale and sustain relational coordination. Important structural aspects, which are generally familiar but can be used in more relational ways, include:
It’s a good list though I think there are a lot of other opportunities too, and this is where The Social Organisation really focuses. Relational coordination contrasts with traditional bureaucracy where coordination takes place mainly at the top of the organisation and employees are divided into functional areas of expertise. This helps people understand the whole system, reduces the impact of status differences, and increases adaptive capability. Note though that, as I also suggest, self management is not a mandatory aspect of the approach. Hierarchy is not meant to require domination or power over someone. Reporting arrangements simply describe each person’s realm of autonomy. But people do need a horizontal as well as vertical view of their organisations in order to be empowered and use their autonomy effectively. We therefore need to concentrate on HG’s interventions rather than the removal of management or leadership. And we also need relational leaders who can facilitate relational coordination amongst frontline employees. This requires reciprocal, fluid relationships between workers and managers which recognise the authority in role and in which managers learn from workers’ deeper, more focused knowledge of the work, and workers learn from managers broader contextual knowledge. HG again uses Southwest Airlines as an example of relational, or connective leadership: “Herb Keller is not your average CEO. He really cares to let people know he cares… He sets the example of respect for everyone. All are important. Treat each other with the same respect as our customers. So people are happy… I can call our CEO today… he listens to everybody. He’s unbelievable when it comes to personal etiquette. If you’ve got a problem, he cares.” I liked this new post on TED about Margaret Heffernan's ideas on social capital:
“Social capital is a form of mutual reliance, dependency and trust. It hugely changes what people can do. This is more true now than ever. It’s impossible in modern organizations to know everything that you need to know. What you need are lots of people who know lots of different things. Collectively you’re smarter." Heffernan was talking about an individual's social capital but the same applies to organisations too. We need to focus on collective, not just individual intelligence. Hence social not just human capital.
This is an interesting article from Dave Ulrich suggesting a shift from individual development to a focus on organizational needs:
"This pivot from individual to organization is not my personal desire, but based on research and experience. In Victory Through Organization, we report data from 1,200 businesses and 32,000 people. We measure business outcome with a 6 item scale. We then measure the competencies of the individuals within the 1,200 businesses and the capabilites of the 1,200 businesses. Our statistics show that the organization has 4 times the impact on business outcomes than the individual competencies. Experience confirms this in sports where the leading scorer in soccer, basketball, hockey and other team sports, is on the team that wins the championship only 20% of the time. People matter, but organizations matter more. Individuals are champions, but teams win championships." You can read more about Dave's perspectives in his foreword to The Social Organization. |
What Our Clients Are SayingJon Ingham is a British HR consultant and author who rose to global visibility through his blog. His influence stems from his audience, a relentless travel schedule and the depth and clarity of his thought. Ingham travels the entire HCM waterfront and is willing to take us along on the ride with him. Ingham is still early in his career. It’s not outrageous to imagine him as the next Ulrich. We’re going to keep following him", John Sumser, HR Examiner. The Social Organization - copyright @ 2017 - all rights reserved
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