Taking Responsibility

A friend recently pointed me in the direction of a short TED talk by Barry Schwartz (8 minutes), titled “The way we think about work is broken.” Schwartz observes that we’re not used to challenging things which have become socially acceptable, and over time, the blandification which sets in as a result of this reluctance, makes more and more work soulless and demeaning.

Schwartz’s short talk strikes a painful and necessary chord for me. I spend a lot of time taking deep breaths before asking those awkward questions. In so doing, I offer a challenge to the so-called ‘socially acceptable’ stuff. I seek to do this with kindness, yet observing and inquiring about those “elephants in the room,” frequently brings forth dissonance.

I’m both privileged and cursed by my late Mum who brought me up this way, to take responsibility for what I see around me, and to ask why. The initial responses I get from people in these inquiries often include shock, disbelief, sometimes even anger. I understand and appreciate the nature of the responses I get because very often, the awkward question I’m asking, however simple it may seem, challenges my own beliefs too.

To disagree with the norm puts people at risk. At risk of social exclusion, maybe even the risk of losing your job. A good friend recently introduced me to a group of people with these words: ‘Doug is someone who has an ability to ask challenging questions, openly and honestly and in a way that acknowledges his own shortcomings too. It’s powerful, and it’s why some people can’t wait to work with him again and why others never want to see him again’.

People say they want honesty and openness, until they look me in the eye and see my own and their own inadequacies reflecting back at them. At that point, it becomes easier to blame someone or something – in preference to owning (at least a share of) the responsibility for change.

I’m working with a group of people who are gathering some data about their performance, from people the group provides a service to. Prior to starting the exercise, the group reports feeling undervalued. The initial signs from the data relating to responsiveness, quality of work and other things, is strongly positive. There seems to be a mismatch? People self-select into small groups during some brief time we have together and agree a plan to self-organise, meet and discuss the data, then reconvene and share observations, findings, and suggested actions for improvement.

We gathered again several weeks later for the review, and it quickly became clear no one had met to talk. No one at all. Reminders had been sent, offers of assistance had been made, and nothing seemed to have happened. I was keen to understand why, and no one had any answers, at least none they were willing to state to the group. Maybe I should have gently persisted, gone deeper, but I didn’t. Maybe the sense of feeling undervalued which the group expressed is part of their own way of not taking responsibility? We ended up having the discussion together when the original intention was to have a review of things already discussed, and progress from there.

These things happen sometimes, and in this case, there was frustration expressed by people, both in the room and afterward, at the lack of progress. By way of an example, someone fed back, anonymously, that the whole thing was a “pointless waste of time because no one contacted me to arrange the discussion.” It apparently hadn’t occurred to this person they could have chosen to be the catalyst.

Subsequently, I reviewed the situation and asked myself what I could have done differently. What pieces of the process could I have taken better care of, could I have taken clearer ownership for? I spotted a few things, and I also wondered, did I expect too much that this group might self-organise and make something happen? After all, they were used to working in a typical hierarchical way, which often involves waiting to be told what to do. I’m not sure, and what I did observe, was that all the feedback from the group was about apportioning blame, rather than taking responsibility.

Enthusiasm, encouragement, support – these are all helpful, lovely, necessary ingredients which go towards co-creating a good working experience. And they’re not enough. At times, we need to take a deep breath and ask the awkward, challenging questions, and acknowledge our own shortcomings and those of others too. Not with the intention of shaming anyone, but in pursuit of a better outcome next time. We also need to take responsibility too. The clearer we can be about this the better. Clearly defined ownership of specific actions beats vague high level sweeping statements from which we can all abdicate from. Without finding the courage to do that, my concern is that all the rest, all that other good stuff, is surely just a waste of time?

 

Preparation : The Colour And The Shape

This month has a lot of creativity, art, and culture in it. June kicked off with The Art of Innovation talk at the HR Inner Circle, followed by an Art of Innovation election night special at the offices of BDG. Over the next two weekends I am participating in the inaugural Carshalton Artists Open Studios (CAOS) event (my first exhibition), and sandwiched in between the CAOS, I’m in Berlin artistically interpreting a conference. The output from the Berlin event will take many forms, one of them being a 13 metre wide canvas. Go big, or go home!

Last week I got together with my fellow artists to talk about, and prepare for Berlin. Most of our work is improvisational, and that is something we choose to role model, so our preparation has been deliberately loose. We experimented with materials and a few basic ideas and colours.

The Colour

Here I have taken (an approximation of) the client’s colour palette and abstracted it. We will be using some of these colours in our work, so this piece is a way of playing with different tones, and it may serve as a guide to people in the room who wish to abstract something for themselves during the event. We shall see.

The Shape

As well as playing with colour – we discussed how we want to be together as a group. This has been a really enjoyable process of listening and distilling, and we now have a short statement which describes us at our best. It’s a useful guide for the three of us and for anyone else we interact with before, during and after the event.

When we are at our best, we are taking care of each other, and our guests. The concept of leadership in our group is a fluid, dynamic force, flowing to where and to whom it is best suited at the time. We listen and respond to prompts from the floor, hand written notes, 1:1 conversations, and to things we spot while wandering about. Our intention is to record and illustrate and abstract key points, not every single detail. Over the days, a body of work will emerge, developed improvisationally, and using a variety of mediums. The pace and rhythm of what we do will ebb and flow, and we welcome participation in our work. 

I hope this look at how we are preparing is useful for you. More to follow…

The Art of Innovation : HR Inner Circle

This week, I spent a very interesting and enjoyable day at the 2017 HR Inner Circle Conference. I got to meet and speak with a lot of interesting people, I heard two friends, Phil and Ian, talk about their work, and I spoke with the audience about exploring and applying the creative process to our work. There will be some video footage emerging sometime soon and if I can unpick a few useful clips, I’ll happily share them. For now though, here’s an annotated version of the slides I used to accompany my session, I hope they prove useful.

 

In addition to all the interesting conversations, there is another reason why the day was so enjoyable. Daniel Barnett and his team, our hosts for the day, were outstanding. They took great care of all their guests, and made my experience as a speaker a really good one too. Briefings and advice I received beforehand were spot on, and on the day, everything was done to enable me to be at my best. It is unusual to encounter such a blend of good preparation, genuine interest, and great service. Thank you.