OD Team Building, and Making more Headway- re Education, Roles, Jobs, People Specialists, Productivity, and Economic Outlooks

February 2, 2011

Drafted: 31Jan2011, by William J. LeGray.

 

Human education processes, and systems, currently are intent on making more headway for stronger Economic Outlooks. Desires abound for getting “it” right. And, the “right stuff” seems related to   regroupings and retooling, HSD (Human System Development) and Organizational Effectiveness (OE), and optimizing societal benefits and sustenance.  All (of this) seems to exist for improving lean, smart, and happy consequences.

Societies have always had keepers of the “flames” for comfort and enlightenment. And, these “torches of knowledge” have been passed forward for enlightenment, cooperative endeavors (teamwork), creativity and reinvention (innovation), beginnings and change (for a renaissance, now and then), and, finally for continuing individual development and organizational growth (to actualize progress).

As populations have increased, and new territories have been settled, civil ways have emerged among people for jointly motivating actions for success, and maintaining the camaraderie and faith necessary for a better future. The enactment of schooling, and eventually that of education (and higher education), became the place where the stewardship and conservation of knowledge about roles and responsibilities were active. These activities of mutual concern provided the primary focus for assuring perpetual improvements. They effectively enabled the preservation of heritage and progress (throughout the years), and were primary.

Bartering- the exchange of services, and currencies- when trading valued (product and/or or effort) became the way for organized human accomplishment. And, preferably, the exchanges were freely expressed, mutually guided, and self-directed. These business involvements (this business of trading) usually reflected interactions, which were collaborative and cooperative, and also resulted in future, investments in ongoing relationships for increasing economic advancement and progress. Learning these processes became “central” to becoming prepared to do the jobs required, the job performances demanded, and the creation of new, improved, job roles and responsibilities.

More specifically, most often, the knowledge and status “about jobs”, and the history and outlook for future employment possibilities, has generally been tracked by our institutions for accelerated learning (both formal, and informal), our governing agencies, our Personnel & Organization activities, and our HRD (Human Resources Development) “people specialists.” And, the marketing, searching, hiring, and placement of individuals into jobs (within organized endeavors) evolved to become a jointly influenced process where the participants shared mutual benefits.

OD Team Building research in the Applied Behavioral Sciences has discovered by statistical significance, from out of a semi-structured interviewing situation, that two primary (especially important) variables affecting Job Performance are “Role Clarity, and Job Security.” (1) With regard to the management of “Roles” in organizations, there has been extensive study and reporting of “Requisite Organization” – a set of principles that provide guidance for effective action. (2) Applying these concepts has resulted in improved performances and exemplary workplaces, and the guidelines have been widely promulgated.

Regarding “Job Security”, this variable appears to be primarily the consequence of: an individual’s self-development and fortitude, and the interpersonal and intra-organizational administrative milieu- i.e. all those actions which are the result of personal desires and surrounding influences when striving to achieve effectiveness. Research has also shown that “self worth, and belonging” are especially important variables regarding these organizational matters. (3)

Roles and Jobs come and go. They are constantly changing and in transition. The behavioral economics and performance consequences can be explained rationally and irrationally. (4) There are mature, established, developing, emerging, and fleeting (in appearance) occupations, professions, and practices. Individual goals for stability and sustenance suggest that people strive to create and maintain a strong grasp on all of the knowledge and organizational factors that are relevant in order for them to be effective. Most often, sufficiency is reliant on associations, and affiliations, which are the result of groups and networks, which revolve around “common, shared” concepts, principles, and purposes.

Historically, there are regular assessments about “Where the Jobs are”, and, correspondingly, where they are unlikely. (5) And, because the “governance of nations” and “cooperation between peoples” both ultimately determine resultant conditions, it has recently become useful to track such intersections between profit making and policy making to understand and communicate personally relevant information. (6)

For once in a lifetime, today, we are fortunate to have Humanitarian, World Banking, United Nations, and other caring and assisting organizations for peace keeping and economic improvement.  All of these efforts, and many more, add value and are of great importance. Yet, for many (most) of us, participation is out of reach because of needs to attend to immediate daily responsibilities. However, it behooves each of us to keep informed- so that we can properly participate in our democratic processes of shared governance, and also do our very best to be knowledgeable about controlling our own destiny.

Note: Several additional references are included (below) to assist comprehension of these “OD Team Building, and Behavioral Economic Implications”, which have been discussed.

REFERENCES:

1. “TEAM BUILDING FOR NEW BUSINESS: Over-riding Organizational Influences, and Implications for Changes- a Short Narrative”, by William J. LeGray, a Final Reporting of Case Institute (CIT), OB PhD, Thesis research, 1965, starting from where I left off at COB 1965, posted on LinkedIn in Box Net files, April 2010.

2. “Organization Design, Levels of Work and Human Capability: Executive Guide, by 40 authors from around the world, edited by Ken Shepard, Jerry L. Gray, & James G. (Jerry) Hunt, published by the Global Organization (GO) Design Society, July 16, 2007.

3. “Interpersonal Competence and Organizational Effectiveness, by Chris Argyris, of Yale University, from the Irwin-Dorsey Press, 1962.

4. “Irrational Exuberance- Second Edition”, by Robert J. Shiller, published by Broadway Books, New York, 2005 (originally by Princeton University Press, in 2000).

5. “Where the Jobs are”, by Bill Saporito, article in Time magazine, pg. 26, February 17, 2000 issue.

6. “Bloomberg Government Insider”, (new) from Bloomberg Government (b.gov.com), a (new) special Winter 2011 section of Bloomberg Business Week magazine, a January 2011 issue.

7. “New Patterns of Management”, by Rensis Likert, Source: from the University of Michigan, December 1961.

8. “Dynamics of Planned Change: A Comparative Study of Principles and Techniques, by Ronald Lippitt and etc., Source: from the University of Michigan, December 1958.

9. “A Theory of Group Development”, by Warren G. Bennis and Herbert A. Shepard, 1956, a Chapter in “T-Group Theory and Laboratory Method: Innovation in Re-education”, edited by Leland Bradford, and published by Wiley, January 1, 1967.

10. “On Temporary Systems”, by Matthew B. Miles, Chapter 19 in “”Innovation in Education”, edited by Matthew B. Miles, Teachers College Press, Columbia University, New York, 1964.

11. “Managing Intergroup Conflict in Industry”, by Robert R. Blake, Herbert A. Shepard, and Jane S. Mouton, Gulf Publishing Co., Houston, Texas, 1964.

12. “Rules of Thumb for Change Agents”, by Herbert A. Shepard, reprinted by kind permission of Portsmouth Consulting Group, 1974.

13. “The People Specialists”, by Stanley M. Herman, published by Alfred A. Knopf, New York, 1968.

WJL, 013111

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Revisiting Seminal roots of OB, OD, and Planned Change for Improvement Processes

June 23, 2018

Revisiting Seminal roots of OB, OD, and Planned Change for Improvement Processes.

by Wm (Bill) J. LeGray, Sr.RODC
Cedar, MI
6-22-18

What Kicked Off this Review?

Recently an ODNET Online Discussion group (mostly involving old timers) dug into the topics of who/how/& what events occurred that motivated so many practicing professionals (degreed and with experiential learning) to evolve the field as it exists today.

I have traced back to the origins on my own, previously, but discovered new insights with the advantage of others perspectives. The field evolved by continued pursuit of Kurt Lewin’s interests in Group Dynamics Field Theory and desires to explore how to promote and accelerate practices associated with Democracy’s principles and behavior as they exist in America. Reportedly, he began by conducting related research with Ron Lippett of UofM(MI). My own finding was that he conducted fresh air camp studies with youngsters with Rensis Likert (also of UofM) in 1938. I’m sure he worked extensively with both. Ron went forward at the school in Social Psych, and Rensis formed the Institute of Social Research there. Ron authored an academic book re “Change Methods” and Rensis authored a management book re “New Patterns in Management.”

Kurt, a resident professor at MIT, passed away in 1944. Before then, there were reportedly several versions of incidents which led to the “Personal and Group Growth & Development” explorations with Sensitivity Training via T-Groups. The theories reflected thoughts of unfreezing, exploring and learning “new behavior” possibilities, and then returning to life situations for improved collaborative participations.

There were three big auto companies around at that time that were highly competitive for improving performance, productivity, and earnings. I am familiar with how Human Relations evolved at GM, and with the writings of Maier and Floyd Mann at UofM. In 1974, GM had already evolved an OD Department level activity (guided by Stephen Fuller). It disbanded shortly thereafter. At Ford, three individuals in Personnel Research helped establish an Executive Development Center with OD Leadership (Nancy Badore), and supported widespread Personnel activities throughout the organization. Ford also participated with about 13 other companies (GE, etc) by administering “Mayflower Survey” questionnaires. They facilitated and encouraged large group and work group discussions with the results. Also, there were Socio-tech Team Development efforts with program management groups and in one particular component manufacturing segment with John Cotter. And, Mike King (a graduate of Robert Blake’s UofTX program) helped facilitate a “corporate committee implementation” of a new revolutionary “holistic” design analysis methodology.

Regarding T-Groups, specifically, I just now (2018) learned that Chrysler actually did explore this particular venue. Lately, their focus has been on the “Good to Great” study series, as a supplement to Leadership Development activities. Certainly worthy of mention is that TRW’s STL (Space Technology Labs in CA) evolved a very successful “Career Development” program. It was a leading effort resulting from the original T-Group thinking (via Herb Shepard at CIT and Robert Tannenbaum at UCLA). And, I was enabled, via a Summer OB Internship arrangement, to help institute the STL CD findings within NASA’s Manned Space effort in 1964.

New Questions about the History and Outcomes Formed?

– Is “Democracy” really inevitable?

This is the title of a paper written by Warren Bennis. Warren became renown as a USA Leadership expert. And it was interesting to learn (only recently) that he coauthored a related book with Edgar Schein, when at MIT. I actually met Warren while in the 1st OB doctoral program in Cleveland. Warren and Herb Shepard (who initiated the program and was my advisor) authored the Theory Chapters re T-Groups (in “T-Group Theory and the Laboratory Method”). And, Edgar Schein remains the leading spokesman for “OD & Change” at MIT yet today.

– Should avoidance of “Professional Suicide” be studied more in depth and be taught?

This was the subject of Don Cole’s PhD sociological thesis. Don, with Herb, created the “International Registry of OD” and the original “OD Journal.” Today, the Journal is once again being published quarterly, and is supported by a large cadre of ISOD&C practitioners.

– Should “Creative Leadership” be facilitated for mixed professional roles?

A question because the possibility of subsequent hurts and difficulties due to the extra dissonance created.

– Should more efforts be devoted to “Reducing Alienations” (a leading cause of obsolescence of spirits and related disruptions)?

– Should “Group Think” be allowed to flourish and override individuals and dominate excessively (under the guise of extraordinary freedoms for self development and innovations)?

– What about Self Worth and Belonging for genuineness and authenticity versus alienation and loneliness (associated with feelings of being cut off (alienated)?

– Why is the Human Side of Enterprise now apparently being surpassed in importance by Artificial Intelligence based on automatic constructions of assumed reference behaviors?

I was very surprised the ODNet dialog contained no mention of the roles Douglas MacGregor handled re Organization Development. He grew up in Detroit, and was director of the NEA (National Education Association) when the first OD consultants went to the Esso Bay Way Refinery, and when NTL (the National Training Labs) was formed.

What to say now, and “topics to explore”, and learn, more about?

– Broad, non-functional, daily devotions for promoting more meaningful transformations- yielding personal and societal benefits!

– And, needs for more “human interaction” awareness regarding occupational hazards- while deliberating and scheming to improve human health, safety, and occupational conditions on the “Human Side of Enterprises.” We live together, we must work and play together, for life and happiness. We need more progressive human conditions and commissioning efforts for “this.”

– More Study and Devotion to remedies re the “trip ups, sticky wickets, heavy lifting, slam dunks, and falls occurring during social interactions” are as necessary for care and safety awareness as when dealing with the physical and material dangers we encounter!

– There are “few and far between” mental health experts- as we each know best our respective circumstances and seek to navigate for successes. Care is necessary to avoid being overwhelmed, when we approach daily tasks and chores reflecting different levels of difficulty. AND, credentials and monetary constraints do not “have to be” regulating and providing reasons for quitting! Some of the “best medicines and things in life and living are free” for taking. About face(s), and walk aways, are sometimes “decent options” too.

– Regardless time for exercise, rest, and meditations is remedial and functional for gathering up fresh assessments, attack plans, and skills development. Also, associations with appropriate alter-egos can help immensely.

6-22-18,
WJL

INSIGHTFUL FRESH EYES VISIONING; to “prop up” Teams & Organizations.

December 2, 2016

INSIGHTFUL FRESH EYES VISIONING; to “prop up” Teams & Organizations.

Published on December 2, 2016.

by Wm J ‘Bill’ LeGray-

a Broad, Multi-functional, RODC/HRD Team Builder- aiming to upgrade “Study-Work-Study” Organizational & Product Insights.

 

——- ——————  Background  ——————————–

The beginnings of Organization Development in the USA began about the timing of my own beginning (1936). In 1962, I happened to reside where the 1st Consultative Methods Class was offered by the 1st OD Consultant (per arrangements facilitated by the NEA). In 1963, I accepted a fellowship in the 1st Organizational Behavior (OB) grad school program.

My studies and work obligations began to provide an increasingly broader and deeper range of experiences- looking over all the years. My retirement in 2001 conveniently coincided with the development of a highly collaborative Internet Social Media, which greatly enabled a more learned mindful grasp of OB/OD issues and matters. At first there was an OD Network ListServ which involved lively exchanges and meeting new associates. Then, LinkedIn evolved with a goal of facilitating meaningful discussions among practitioners within a very broad range of academic fields and community workplace occupations. Quite naturally, based on the interests of LinkedIn participants, LinkedIn Groups formed up to support collaborative exchanges and participant growth.

I have scanned the list of LI Groups which I presently subscribe to. Over 10 years, I have explored many subjects and have whittled the groups listing down to focus on particular interests (concerning a broad range of OB/OD experiences in industry, business, and government circles). For further focus and to organize copious data, I surveyed the nature of my interest in selected LinkedIn Groups, and prepared a listing of “12 Statements.” Each statement reflects a certain set of discussions and learnings about OB/OD workplace experiences and learnings.

 

—————————– THE 12 STATEMENTS —————————

1. Studies of HRD “Education & Training” Guidelines & Expenditures, and Benefits obtained with revised Competencies.

2. Reviews of National and Personal Health & Safety Goals, and about abating Disruptions with Suggestions & Planned Actions for Continuous Improvements.

3. Applying Human & Material “Organizational Science Knowledge” for Holistic Systems Thinking- when Planning and conducting Best Practices.

4. NEA refocusing on K-12/ Higher/ Adult/ &Continuing Education processes to optimize Developments for Re-education and for increasing performance yields.

5. Being less Authoritarian & more Collaborative re Industrial, Transportation & Military performances- when securing Operational Successes is especially desirable.

6. Encouraging Resilient and Agile Business responses via better Understandings- by addressing Cultural Beliefs, Attitudes, and Values.

7. Doing Workplace Organizational Assessments re Being, Becoming, & Staying Alive- for actualizing more effective outcomes.

8. Action Learning(s) and Insightfulness for Personality Development, Adult Education, & Re-education- for more well-executed Innovative Implementations.

9. Fostering of Individual & Collective “Spirit of Inquiry”, with insightful Questioning for Continued Learning- within & between Workplace Organizations.

10. Applying Consultative Methods to Improve Workplace Communities, and to propagate broader, and more inclusive, Participations.

11. International, more Global, Networking for Inclusiveness & Sharing of Learned Best Practices- to improve matters and affairs with better Outcomes.

12. Increased focus on Assimilating people’s (narrow &/or broad, specific &/or multiple, competencies) to facilitate Team Building & Organizational Effectiveness.

120116

FRESH EYES VISIONING re CHANGE(s). What “is” Change? Change “is” about?

March 26, 2016

FRESH EYES VISIONING RE CHANGE(S).

What is Change? Change is about everything. Certainly, with respect to time. Otherwise, maybe constant re some aspects, at least momentarily. Change is relevant when scanning across Centuries, and related Human Conditions: re persons, people(s), families, friends, associates, partners, chums, and communities. It’s about our various “Perspectives” (our perceptions and outlooks re our situations and related involvements, where the products and conditions of our life and living- health, welfare, progress, etc.- result.

Such Changes are commonly occurring within our homes, schools, colleges, universities, workplaces, and related places of business- and occur interactively or singularly. Further, what is established progress and improvement for some people, may be undergoing continuing change and development for others. Our basic concerns are about warmth, nourishment, clothing, shelter, water availability- all that enables, or disables, ongoing life and living.

TIME never stands still. Our clocks may be set forward or back, but “real time”- based on continuous galaxy movements- is perpetual. And, therefore, our concerns about Human Living (i.e. our related, daily World Views and Conditions) are “forever” changing.

Continuing, by looking back and forth, on this time-line for purposes of mindful thinking, it is currently convenient to look back at our ancestors during the 19th Century, and then our present families going forward in this 21st century. Making before and after comparisons, and knowing about conditions during the 20th Century, we can begin to describe how various places, situations, and conditions have been controlling- i.e. regulating change and advancements.

For example, while many neighborhoods-for-living and communities-for- business undergo growth/ contractions/ and wide-spread expansions (suburbs, and out-sourcing), our places of Higher Education appear mostly entrenched (geographically and re architecture). And, there are continuing concerns about more (rather than less) backward thought orientations with resultant negative biases.

This appears to have had a large effect on our learning and development, especially when acquiring up-to-date competencies related to current business needs. Of course, there are other reasons why such gaps between Schooling and Higher Education exist. And, our Nation & States are striving to creatively focus on reducing the gaps, while hoping not to be side-tracked.

With another before/after Perspective, we can visualize the “trails” taken, and being taken, by ourselves and other people endeavoring to achieve and advance. In this regard, we think of ourselves (our homes, families, teachers, residences, travels, education stints, self-employments, job hunts, and being employed, etc.). Then, we can relate these efforts to conditions associated with respective governing bodies, places for transacting business, and workplaces for productivity. This field of view basically relates to our Behavioral and Administrative affairs.

Jumping from one Century-to-another (19th to the 21st), we see that the ranges of travel and mobility around localities, the country, and the world have increased dramatically. Our ancestors began travels with horses, caravans and carriages (on land). And, to fulfill their quests for life and living (i.e. for economic reasons), they moved around and between continents on various water routes, as well. The whaling industry in pursuit of lamp oil for light and illumination went especially great distances (on long voyages). Sometimes, traveling was during harsh weather conditions and against the odds for successes (risky). Hardships within our contemporary societies appear to be of different kinds.

Our places of Higher Education, evolving from past civilizations and ancestral keepers of knowledge, appear to have related well with entrenched overseas enclaves, as they began anew. At least until certain studies and advancements became especially desirable. Then, with probably the most up-to-date curricula for students from all around the world, many came here.

However, the taught subject norms and methods established here, in a relatively new country, may not always have transferred well (when overseas students return). Such, off-site (remote) learning and orientation, often requires additional support and consideration when transitioning back to more usual, “everyday” home situations. Additional challenges may need to be recognized and addressed.

As we grew-up in our respective localities, homes, and places of worship, our communities provided elementary and secondary teaching re community needs and objectives. This concept of introducing new colleagues into communities with a spirit of cooperative fellowship appears to be universally fundamental (across the globe) for survival and comfort.

And, as we learned to improve the utility of basic elements (like animal, mineral, vegetable), involving our earth/fire/water/atmosphere/ and planetary system, we learned to be more holistic about our record-keeping and studies. We advanced and created skills/talents/ and competencies which enabled more advanced constructions, industrial products, healthier food services, and better clothing fashions.

However, ways and means, and associated affairs- occurring within the many circulating activities of our lives- gradually became more complicated (with some wheels spinning daily, in places, while moving forward in time). There are apparent needs for supporting transformation conditions, so that the needs of our society can be better served. Occasionally, we may assert ourselves and communicate for more widespread awareness and to promote solutions, but …….

A present challenge is for our world and it’s peoples to motivate forward with continued restraint re “bad” social interactions. While improving opportunities for more desirable, friendly, bondings, we can facilitate better “in-between relations” for mutual progress.

Our next period (of places in time) will reflect continuing efforts to learn more about conducting Behaviors and Administrations for Human Progress, more effectively. And, as always, our children will live with the truths and consequences.

Accessible RODC* PUBLIC SERVICES for Posterity.

October 13, 2015

Accessible RODC* PUBLIC SERVICES for Posterity.

(For posting “Beyond, the Conversational” social media).

PREAMBLE

During the fifteen years between ages 65 and 80, there was time to reflect about “What was taught (then) & Why” and “What was learned since (now) & Why” along the experiential trial. For me “experiential learning” (on my own, with companions) has always been “primary (and especially private)” in comparison to public endorsed educational guidance by a few teachers. My intent has always been to “add existing knowledge and know how” for societal benefits in both the products and processes public quadrants. The remaining quadrants being the same two knowledge quadrants, forever held privately, within  my mindfulness and personal papers.

BACKGROUND RE DEVELOPMENT OF RODC PUBLIC SERVICES

My highest formal education attainment was being a PhDc (candidate), within  the first class of formally trained Organizational Behavior Fellows at the Case Institute of Technology. The OB Program was invited to CIT by the 1st Director of NASA, and guided by the 1st OD Practitioner with actual experience in an Industrial setting (ESSO’s Bayway Refinery, formerly part of the Standard Oil Company).

I have roamed the Social Media and conversed re almost all aspects of OB/OD related Social Behavior (within the normal limits) for the past 15 years. I’ve discussed many relevant Workplace situations and different kinds of occurrences and concerns to round-out and develop a holistic OB Mindfulness. And, with this final statement, I wish to convey OB possibilities relevant to the the Industrial and/or Business scenes which have remained a part of my core concerns and dedications.

Why? Economics was a favorite subject in Schooling. I was disturbed regarding the idea of normal frictional unemployment, and now know why (as the percentages have varied over the years). Also, re efforts to stretch my limits of knowledge, I could not understand why there was no deduction re educational endeavors for continuous improvement possibilities. Also, thoughtfully, I always felt that analytical cognitive abilities were applicable when making learned progress within any academic field. However, some disciplines which advance knowledge and knowhow seem partially adverse to rational thinking. Logically, practitioners in all fields are human and function with similar private perceptions, emotions, cognitions, thoughts, attitudes, and behaviors. It seems odd that our historically biased higher education institutions still frequently encounter multi-disciplinary difficulties (from within polarized disciplines) and continue to have difficult functioning holistically.

So, why is this parting “focused concern” about the Industrial Business (Civilian and Military) scene? This Business scene is central to our progress and survival as a Nation, and a primary determinant of our economic prowess and positioning among United Nations, and other Nations. Also, the World has become so small that our English language has reached approximately 98% of all regions, and mobilities and resettlement for one reason or another have become extensive.

There is knowledge of many caustic OB social conditions, and ways to advance by avoiding such occurrences and even for improving conditions. Remediation opportunities potentially could affect the lives of many families because of their physical and socio-economic environs. OB studies, are especially attentive to focusing on “people’s behaviors within their situations.”  The OB focus is to consider personal behaviors as being the result of “both” a person’s psychological and attitudinal composure projected in social situations AND also the important impinging and interactional characteristics of those situations. For example, within Industry, there was early-on a GE Hawthorne experiment which clearly illustrated how lighting conditions affected production rates and quality.

The American scene when leaving OB Graduate School in 1965 was especially laden with workplace personnel and layoff issues. While some conditions have improved, certain situations still continue to be unsavory. After years, when Industries which were especially fired up for civilian and military purposes, many workplaces and related conditions deteriorated after a while. There were drastic layoffs, outsourcings, and other unanticipated shocks occurring. Canceling of the Dynasoar and Eagle Programs in the 60’s, with 100s of concurrent layoffs, were just the beginnings of disruptive concerns.

It was evident that there were needs for improving the Government and Business Management processes re planning and conduct- in order for employees, customers, and families (the primary beneficiaries within our society) to experience pleasure while minimizing adverse effects. While there have been increasing needs for social workers and relief assistance, workplace processes to effectively introduce better performing and safe products have advanced.

When ramping up the Space Race, “Science, Technology, and Management” and “Planned Change” became subjects for far-reaching and intensive study. However, with regards to paying sufficient attention to the fallout of social issues, today (50 years later), several of our basic Industries (Steel, Coal, Automotive, Appliances, for example) have become curtailed.

I believe there are “accessible RODC Services” which can be employed and/or referenced to study and establish improved decision methods and process facilitations, which can lead to less stressful outcomes for many people at work and at home.

ACCESSIBLE RODC* PUBLIC SERVICES SUMMARY

+ ORGANIZATIONAL DEVELOPMENT (OD): “Facilitating and helping” to institute related “progressive actions” within the Arts and Sciences for Better/Best Practices.

+ SCIENCE, TECHNOLOGY, PLANNING CHANGES, & MANAGEMENT: for “Pathways going Forward” re Coping, Conduct, Continuing Improvement, Effectiveness, and better Outcomes.

+ PRIVATE, and PUBLIC, COUNSELING ASSISTS re WORKPLACE AFFAIRS: for Owner-operators, Government, registered Businesses, Industries, Craftsmen, Tradesmen, Professionals, Specialists, Leaders, Executives, & Managers.

+ EMPLOYEE RELATIONS, & SOCIAL WORKER RELIEF, COLLABORATIONS: Supporting more effective workplace engagements, while avoiding detrimental lifetime consequences, via “fresh visioning facilitations” re concerns about cooperation & competition within our enterprises.

+ TALENT PLACEMENT & DEVELOPMENT: for “Competencies to Achieve” by cultivating Human Creativity, uses of Artificial Intelligence, Artful Human expressions & actualizations, and practical Social Intelligences ( for more “learned, effective” Actions).

+ SOME TOP RECOMMENDATIONS: pursue more conjunct resolutions between Educational Administrators & Career Development Counselors, promote Role Clarity & Job Security for performance improvements, and do perpetual Team Building to provide ongoing supports & encouragements.

* RODC; Registered Organizational Development Consultant.

October 12, 2015

Ideas for Reforming our collective, more inclusive Organizational Sciences (OS).

February 15, 2015

ABSTRACT

A hypothetically, and experience-based, status statement re the Organizational Sciences (OB/OR/& the Humanities) follows. The related Organizational Sciences are about all structured material “things” (minerals, tissues, etc), and regarding our “human social-psychological” composures and behaviors. Need based actions led to the forming of an “all encompassing curriculum” for the Organizational Sciences (OB, OR & the Humanities). As a more inclusive OS continues to evolve (perhaps, mostly by Management Consultant’s), collaborating  Researchers and Professionals (clients and consultants) will be especially challenged to be more convincing about what OS has to offer. Hopefully, improved pathways will be discovered, which foster increasing mutual interdependencies, for a better future.

————————————————————————————————————————————————

Ideas for Reforming our collective, more inclusive Organizational Sciences (OS).

Hypothetically (and experience-based), a status statement re the Organizational Sciences (OB/OR/& the Humanities) reads as follows:

For all structured material “things” (minerals, tissues, etc), the related Organizational Sciences are about their makeup and composition in terms of masses and energies, and how surrounding pinching, splitting, exchanges, and relaxing conditions (fixed and changing) lead to behavioral manifestations. And, it is especially notable that our Institutes of Technology excel in these “material studies” (which include subjects like measuring the speed light, radiation imaging, and neuroscience, for example).

Re our “human social-psychological” composures and behaviors, we have our human spirits (with related creative and insightful inspirations), and “natural” tendencies which are forever present. And, as a result of our dialogic influence-interactions communicated across the spaces in-between us, we have “nurtured” (i.e. learned and overtly impressed) role expectations to consider. Besides, our individuality, which is particularly present during artistic and humanistic endeavors, there are leadership and follower-ship conditions and consequences to be considered when we are involved with interpersonal and other social dialoging. So, besides studying the traditional humanities and the arts (which usually involve storytelling and tutoring), there are the psychology/social psychology/& social sciences to be studied- if we wish to better perform our “all inclusive, especially relevant, OS engagements and behaviors.”

Fortunately, because we (as peoples) relate to both “all things & all psyche+social aspects”, in a mutually inclusive manner, midway during the past Century, our Institutes of Technology included more focused subjects like “Psychology, & Communications, in Industry” (in addition to the more sketchy teachings of the humanities and social sciences). And, subsequently, a decade or two later, further need based actions led to the forming of an “all encompassing curriculum” for the Organizational Sciences (OB, OR & the Humanities). This definition of the OS academic field and subjects for more holistic study, also dealt more in-depth with matters and issues concerning “our peoples & their things.”

In fairness, it must be mentioned that this “evolutionary step” occurred because of, not in spite of, evolutionary groundwork studies and involvements at nearby Universities. The instituted OS programs occurred primarily because of heightened respect for increasing levels of successful engagements regarding human and employee relations, as well as a concurrent starting-up of major new technology and management challenges. However, because of an over-riding bias related to traditional beliefs from within the Humanities (which basically questioned whether there could be truthful scientific explorations, when arbitrary communication boundaries were curtailing transparencies), the effort went astray.

Then, the issues and matters, once again, were relegated into the ball-court of Education Management for any, further, future, considerations re OS and it’s promising potentials. Also, in fairness, it is important to note that, concurrently, there was long-standing Federation Proposal dialoging amongst the Institute and adjacent University faculties. And, perhaps, related urgencies also curtailed a promising beginning for the field of OS, and years of productive yielding of societal benefits.

For the future of OS (in Education, Industry, and Government), it is necessary to remind that historical Management actions (some old, some new) will continue to be involved for decades- when reforming, deciding, resolving, and conducting performance improvement possibilities. Traditionally, a “top level, downward communications, policy” of broadcasting is a primary function of management. It establishes direction, and it’s implementation characterizes the “Leadership methods in action.” Alternatively, and somewhat differently, Organizational Behavior and Operations Research, which basically focus on “People in Action at Work and Play”, have predominantly attempted to consider “all” the relevant learned subjects and studies involved, i.e. “the psyche & social processes and the processing and handling of things.” And, actually, such OS findings can significantly affect policy thinking and formations. Most certainly, surviving fragments of OS will continue to evolve promising insights and new and revised understandings for effective actions. As “a more inclusive OS” continues to evolve (perhaps, mostly by Management Consultant’s), all collaborating OS Researchers and Professionals (clients and consultants) will be especially challenged to be more convincing about what OS has to offer.

It, also, behoves our Managements to reach out beyond existing sentiments and fraternal considerations, for the necessary enhanced understandings re the ”things of Humanity and how people and things relate existentially”, in order to be and become more effective. Hopefully, improved pathways will be discovered, which foster increasing mutual interdependencies, for a better future. Presently, there are a multitude of independent hopes and actions which deserve our considerate support, encouragement, and engagements.

First posted on Academic.edu, 02-14-2015.

SCOPE IT, SCOOP IT, & DO FOLLOW-UPS- with better Supports and Disruptions for Productivity and Health Maintenance.

April 12, 2014

SCOPE IT, SCOOP IT, & after FOLLOW-UPS (re the In-Between): Read my lips, Show Me the Right Stuff, It shouldn’t have happened, Get it Right, Waste not-Want not, and DO better Supports and Disruptions.

Re the In-Between (details concerning):



Solids, Liquids & Gases; Heat & Light; Wet & Dry; Animal, Mineral, Vegetable, & Human; Food, Beverages, & Shelter; Tools & Clothes; Travel &Transportation; Safety & Security; Social & Physical Environs; and Need Fulfillment Productivity & Health Maintenance.



Body, Mind, Relationships, & Communications; Cultivating Human Growth for successful Fabrications & Constructions; Facilitating Social Tools & Organizations for Learned Knowledge and Physical Tools, Methods, & Equipment for Building; Being better/best Individuals (in Families, Groups, Organizations, & Communities); and our Collective Governing & Governance.



Big Issues: Authorities & Authoritarians and Social-Physical (contagious and/or critical) interactions; Educational Administrations & Career Developers; Plagues & Purges, Shortages & Shortfalls, Overage(s) & Avalanches; Setting & Updating (Changing) of Controlling Assumptions, Methods, Rules, Regulations, and Organizations & the Organizing Principles and Principals re Social-Physical Behaviors.

041014

William ‘Bill’ LeGray, PhDc*
Multi-Talent Team Builder focusing on Collegial Relations for Holistic Togetherness, Transparency & Human-side Visioning-
FEV (FRESH EYES VISIONING) Counselor, w Multifaceted, Opportune Collaborations for TEAM BUILDING.

Email: CBLegray@aol.com
 http://www.linkedin.com/in/wlegray

A time to Pass the Torch- for Compassionate Everlasting Enlightenments yielding Safety, Comforts, and Peaceful Uses (of self and knowledge)

June 2, 2012

By William J. LeGray, of CBLG Associates, June 2, 2012.

And, so it appears to be a time to pass the torch (after carrying one, or more, pebbles for a heap of improvement re mankind). It is “one small torch” for chasing after everlasting positive enlightenment, about how to best apply our human competencies and technologies to improve human mankind’s conditions. Basically, It is about promulgating and promoting peaceful uses of known knowhow and energies for health, safety, comfort, and well being. Enlightenment comes through knowledge, and knowledge is expressed overtly with words, sentences, compositions, and institutional structures. But, what is it about this all encompassing, overriding, overwhelming, subject of Human Systems Dynamic (HSD) which is not well understood for application?

HSD is about “systemic structures” which only exist in our imaginations or as real constructions (as subjects and objects) within our knowledge structures. And, only as these structures become active with internal and external changing conditions do the characteristic   “behaviors and related performances” of these structured systems (social and physical) becomes apparent. And, “only” (as we are able to conceptualize the structures, actions occurring, and compose performance assessments) are we able to communicate in our various languages about the ” universe of shared behavioral knowledge”. As a result, the pursuit of behavioral studies, and related scientific explorations, become consequential re the capacities and competencies for achieving progress.

In a universe composed of masses of matter (animal, mineral, vegetable, fire, water, and our own human species), our capabilities for responding to our primary concerns appears to limited only by the extent we are able to “marshall the intuitive, and learned/scientific behavioral subject matter” (talent and expertise) required. And, this requires “broader, more Inclusive, multi-disciplinary management approaches” for improving of behavioral conditions.

Further, during the past century, while we (all) learned to be more aware of, and controlling of “behaviors” (re the social and physical technologies), our collective pacing of progress re these various “behavioral technologies”- which currently defines and shapes our overall  encompassing cultures- does not appear to have progressed in a “balanced” manner. Consequently, there appear to be perceived cultural leading and lagging, which gives rise to disputable concerns. 

it is not so much that need is the mother of invention where patentable ideas can be exploited for profit any longer, but rather that cries for sanity to improve social conditions should receive proper attentions also. The need for sufficiently “balancing our responses” to physical and social needs could be widely recognized, perhaps, to relieve tensions and difficult conditions. There have been attempts at dealing with global warming, for example, but some of the outcomes have been even more confounding with regards to coalescing constructive popular opinion. And, there are definitely needs for more compassion, and good, to better, spirits to inspire more good works to promote the human conditions we all wish would be more likely and forthcoming.

Basically, it appears that we should be more conscious about the needs for “behavioral balancing” from the top (looking down), from the bottom (looking up). and (looking around) mid-way between. Further, we all need to focus more on fostering “friendships”- rather than on big ships and tall buildings. Improving is a lot about our human relationships (our interactions and influencing occurring in-between us), and getting along well with each other. Further, better behavioral balancing of the social and physical technologies involved,  should probably involve more fine tuning of the ingredients on the two respective sides- which, by the way, are generally interacting and multi-disciplinary by nature and/or nurture.

It’s all relational (re our relating and communications) and about the behavioral balancing and consequences involved. And, it about what we encourage and inspire, and don’t- within in our educational and regulatory institutions. If the task is not up to all of us, and does not involve each and every one of us, I don’t know who can handle the task. But, certainly, the task will be and is being handled.

So, while the processes of all related proceedings is the subject of “behavioral balancing”, whether or not desired outcomes and improvement changes occur will depend on the “intentions and values” of the occupants involved. Consequently, persons in roles and positions of importance- and the related participants who enable these leaders- have a few, if not many, challenges left to address. And hopefully, this message will provide “one small torch (or light)” for enlightenment to do right, and espouse “the right stuff.” 

 

Broader, more Inclusive, Multi-disciplinary Management Approaches- for better Visioning and Strategies in conducting Science and Technology

April 12, 2011

By William J. LeGray, of CBLG Associates, March 11, 2011.

Scientists are the stewards of our known knowledge. And, when they discover new knowledge within the shadows and darkness of the unknown, they “broaden, and enlarge” the expanse of our known knowledge- for teaching, experiential learning, and developing practical applications (i.e. our technologies). Scientists are generally more freely roaming, and able to think more independently (regarding specific disciplines), so they are better able to absorb, explain, and teach observed realities. By being able to speak and discuss subjects more freely, they can more effectively increase, and broaden, our collective understandings and competencies for achievement and excellence.

Keith Glennan was responsible for administering brand new “leading wave fronts” (in science, engineering and technology), more than once, during his illustrious career. He was the first Administrator of the Atomic Energy Commission (AEC), and also of the National Aeronautics and Space Administration (NASA). Subsequently, with learned insightfulness, he became the first University President to originate an Organizational Behavior (OB) academic program within an Institute of Technology- to evolve more knowledge and practices to make “broader and more inclusive” technology management approaches more available.

The last section of BILL’S JOURNAL (032709) in BoxNet on his LinkedIn Profile (go to https://www.box.net/s/ly3keeo09nn5axui5zqm ) provides a review of
KEITH GLENNAN’S VISIONS FOR A “BROAD & INCLUSIVE (MULTI-DISCIPLINARY), MGT TECHNOLOGY” ACADEMIC DISCIPLINE. And, in a private correspondence, he summarized his inspirations as being related to desires for a more “broad” education, so that our collective understandings and competencies would grow and foster yet greater achievements and excellence.

To launch the new OB Program, Keith recruited Herbert Shepard, an Economics doctoral graduate from MIT, but also someone who went there especially to study with Kurt Lewin- a leading Social Scientist- who had led in identifying interactive philosophies that enhanced closer interpersonal relationships for fostering creative and problem=solving approaches. (The connection to Economics should be obvious because the fresh thinking and mindfulness involved inspired greater productivity within workplaces).

And, when the OB Program was about to be a reality, Herb already had been authoring papers for a multitude of Journals, and had engaged in several speaking Conferences at a multitude of workplaces around the world. Herb’s “Bibliography about Research Organizations” includes at least 40 different “thoughtful subjects” for enhanced competencies. Further, Keith was acquainted with Herb’s abilities because of Herb’s consulting with various NASA managers (during his term, there).

There is more to the background about Herb’s studies that made him eligible for creating an OB Program. Historically, there have been two threads for developing management approaches- the first were off springs from Frederick Taylor who wrote “Principles of Scientific Management (1915)”, and the second were from Douglas MacGregor who wrote “The Human Side of Enterprise (1960).” And, it was Douglas, who was a Social Psychology doctoral graduate from Harvard in 1935 who eventually turned the “scientific management” tide with regard to human resources development- especially with regard to matters pertaining to the management of technology.

Why? Because, in 1937, he went to MIT where he helped to establish the Industrial Relations Section. And, in 1946, he helped Kurt Lewin establish the Research Center for Group Dynamics, and promulgated the dissemination of related findings for the rest of his years in teaching. Further, Douglas MacGregor and Kurt Lewin, at MIT, had many connections with the thoughts and actions of the founders of the newer Socio-technical theories and applications- in particular with Eric Trist who studied at Harvard.

Douglas did a lot of consulting with companies as one of the first psychologists to emphasize the congruency of personnel policies between people and the systems and procedures of the organization. At General Mills, while implementing a bottom up change effort (having no previous management precedent), he, with Richard Beckhard (a natural at consulting from the entertainment industry) coined the term “Organization Development (OD). ” (Note: most of this history was documented by Marv Weisbord in his “Productive Workplaces”, along with some of my own sources and recollections.)

I, too, began in these footsteps of Douglas MacGregor, Herb Shepard, and Robert Blake. Herb and Bob were the first two specifically trained OD practitioners to be recommended by Douglas MacGregor to work as “internals” in industry at Esso’s (formerly Standard Oil’s) Bayway Refining facility. And, in February 1958, Herb wrote about the “Consultant Role versus the Staff Role at Bayway.”

In 1964, on an airplane trip from Washington D.C. to Cleveland, I loaned Herb’s autographed copy of MacGregor’s “The Human Side of Enterprise” for review, while seated with the Deputy Director of NASA’s Lewis Research Center. I’d been on assignment as an OB Intern at NASA Headquarters for the Summer. My enthusiasm reflected the same “Ph.D. graduate based spirit” shared by the student colleagues at MIT. I was just at the beginnings of my journey along the social psychology, group dynamics, socio-technical path as others hired by Keith Glennan.

Somehow, confusions were aroused about people graduating from the new OB Programs, and even at MIT the trend became split away from it’s true beginnings by the fostering of a “separateness” to disallow any, and mostly important, explorations of the duality nature of the “socio-technical.” Perhaps, it began in 1946, one Summer evening when Kurt Lewin and participants discovered the potentials of process reviews and feedback for learning (while off-site). And/or, subsequently, when Kurt obtained a grant from the Office of Naval Research (ONR) to establish Summer workshops in Bethel Maine. Thereafter, many people went to groups away from the workplaces, where loosening and freely speaking and thinking seemed more feasible. But, there were always the challenges of “bridging back” into the workplace situations for many.

I agree with the original thrust of the “socio-technical” perceptions that, at least someone, or a few, should embrace the holistic structure and consequent behavior of the “socio-technical for responsible action and safety”, and that this cadre (at least) should be encouraged and allowed to comment regarding relevant discoveries and findings.

Reflecting more about these “splitting influences”, other OB advisors, for example, have discouraged, or challenged associates, not to embrace and promulgate structural models and rules and guidelines for organizing effectively. And, such behaviors appear more prevalent in our country versus other countries, which have evolved the principles of the “socio-technical” with great refinement from our own positive human psychoanalytic considerations.

However, the thread of the first “socio-technical”- from Eric Trist at Tavistock in the UK, and Elliott Jacques at Wilfred Brown’s Glacier Metals Company in Australia- has continuously grown world wide, mostly with our country being an exception. The GO Society in Canada, under the leadership of Ken Shepard and Herb Craddock is perhaps the best example.

The greatest dispute regarding these suggestions about “the splitting” is the work of Robert Blake who with Jane Mouton wrote “The Managerial Grid” reflecting the iron fist authoritarian approach versus the human considerate approaches. But, this work, also, appeared to stray away from relating to peoples intentions at work in our workplaces to becoming focused more on human interactions as they affect the successful performance of group and team tasks. Note: Robert Blake sent me documents reflecting his Bibliography, and the projects which were undertaken over the years. So this additional basis for continuing discovery regarding the “socio- technical” is also available.

Further, it was significant that Bob Blake, Jane Mouton, and Herb Shepard coauthored “Managing Inter-group Conflict in Industry” in 1964. And, there are reasons to strongly suggest “the same” goes for Conflicts in Higher Education. Perhaps, the “socio-technical” models which have been created and used by a few represent well the “spirit of liberated managers and employees” for Excellence, and these approaches should be nurtured and encouraged more- going into the future.

To complete this Blog, for posterity, I will condense information contained within the Bibliographies from Herb Shepard and Bob Blake, to be used with the “experienced need statements” of Keith Glennan. All of these inputs, which were created in good faith, along with my own writings and reported outcomes, could be a basis for a fresh start.

And, then, hopefully other more authentic investigators might lead OD practitioners into a better, more acceptable, future. Hopefully, the spirit of the “dualities regarding the socio-technical” (for safe and responsible actions) can become married (amalgamated together), and will be forever embraced and spawn continuing advantages.

It may require a ground swell approach for the emphasis and changes required, but the other way (from top down is faster, while perhaps not as lasting). At this time it may be a balancing act which comes first.

ADDENDUM (TBD)

Star Workplaces using Survey Methods to Escalate Engagement and Excellence

March 12, 2011

by William J. LeGray, of CBLG Associates, March 9th,

as Posted on Cblegray’s, and Workplacestars, WordPress Blogs.

Organization and management, and “new age” business productivity is primarily the issue. Special dedicated survey reviews and assisted improvement efforts, can produce fresh insights and pathways. For example work issues concerning excellence- such as technological obsolescence, motivations and work, communications and coordination, multi-disciplinary collaboration, creativity and innovation, operations improvement, marketing and quality- can be addressed more effectively, assuming organizational conditions improve. In summary, discussing survey generated results can offer new revelations, and be particularly beneficial for team building and achievement.

Engagement

What attracts our attentions? What do we “pay heed to” when acting outwardly, and performing? And, how much of our available energies are applied “to our tasks”? What are distractions which “compromise” performance and collective productivity. Workplace engagement requires clear and sufficient communications for proper foresight visioning by everyone involved.

Disablers of organizational effectiveness can occur, not only, because the “rules” may have constricting quirks, be confounding, or unconsciously disallow the entry of valid data, but also because consciously (or subconsciously) participants may miscommunicate and/or misstep.

Actually, our friendships and social interactions play a great positive and “unherotic” role. We always seem to continue to seek what we need, where we have freedoms for choosing- about comings and goings, and regarding relationships and topics. And, where such freedoms exist, individual initiative can be particularly effective when developing more, and improved, options for better outcomes. Also, when there are unresolved differences of opinion, the improved practices encouraged by survey processes, can “bring into the light” additional clear thinking, insights, alternatives, and methods re resolutions and agreement.

This kind of teamwork tends to reflect “particular” values  about communicating, making decisions, and cooperating which are known to breed excellence. They are people oriented values about openness, genuineness, congruency, being authentic, cultivating empathy, encouraging self worth and feelings of belonging, and showing appreciation for work tasks well done. Good teamwork, also, involves shared leadership- so that appropriate competencies are present during performance events. Further, participants -at all levels- need to foster shared leadership practices for good stewardship (re knowledge and learning). This suggests that being and becoming concerned about being properly informed, and being able to discuss work dependencies and interdependencies are important considerations.

There are always significant others within one’s situation who offer, and occasionally wish to impress, guiding influences. And, it should go without saying, that managers and employees need to be judicious and selective when processing recommendations for themselves re their engagements.

Excellence

What is “OK, Good, Better, Best Excellence?”

When a team brings about” fresh (and new)” independent methods and options- and their amalgamated thinking is for achieving better forward decisions and actions. Additionally, successful implementations also require that work relationships be trustful and that the talents applied be adequate.

When finding out the why, and how of excellence (i.e. when searching for better knowhow and practices for greater excellence), we revisit, relearn,  reformulate, and use our collective cumulative experiences to establish “new, or revised” best practices. We  consider all of the “lessons learned” concerning causal factors, and the presence of conditions, relevant to building predictable successes.

We are often driven to succeed, but in haste we can occasionally overlook pertinent considerations, and unforseen (unplanned) or unintended (planned) consequences occur. There are many ways to find the reasons in hindsight. And, yes, haste (for expediency), and just not knowing better, are occasionally causal.

Fortunately, to improve capabilities, there are always ways for additional action learning, which can be applied. And, continuing education, plus further development actions, can enable better analyses- re work, work relationships, and predications about events working out OK (i.e. good outcomes).  Then, hopefully, more conclusive and validated forecasting will facilitate the type of better, and best, forward looking action planning often desired for workplace excellence.

To be, and become, more excellent;

1. We innovate regarding our event projections, and predictive assessments

2. We search for the truth to acquire new knowledge, foster better relationships, and make better assumptions

3. And, we revisit, relearn, and reformulate events, and eventually re-educate, change ways, and transform.

Overall, we try to be “smarter” about our workplace engagements,  surveying our respective “territory” (of competency),  and planning actions to escalate and achieve greater excellence.

– Bill LeGray-

CBLG Associates- Fresh eyes Visioning and Strategies,

( http://www.linkedin.com/in/wlegray ).

Workplace STARS LLC, Adviser and Service Partner,

( http://www.workplacestars.com/cblgassociates/press.php ).

Successfully Motivating Quality Improvements for Better Results

March 12, 2011

by William J. LeGray, of CBLG Associates, March 7, 2011,
as Posted on Cblegray’s, and Workplacestars, WordPress Blogs.

Where’s this all going? What’s it coming to? What can we do to get enough of a grip on the tasks at hand to proceed more directionally correct? At least, to cooperatively collaborate and attempt improvements and upgrades “as a team.”

Once we assess the situation, and ourselves- in terms of surrounding conditions and personal competencies, we have a better basis for interpersonal dialog and group meetings for setting (and resetting) goals and fetching and prioritizing resources.

Over the past few years, I’ve authored a series of inspired and insightful, articles regarding personal, and organizational, issues and matters related to our work-lives. Subjects which appear to be especially of interest are: promoting excellence, being strategic and agile, engaging in deeper interpersonal relationships, energizing effective work patterns, communicating about ways and means for improvement, performing passionately (re our work), etc. And, all of these together, help us to encourage more powerful organizational effectiveness, excellence, and performance.

Taking “all” about the workplace into consideration, everyone generally agrees that being “happy”, or at least satisfied (in one way, or another), provides an overall good feeling. And, perhaps, the aim is to be “lean, smart, and happy.” Plus, people like to be acknowledged for their worth and appreciated for their creative and participative contributions. Further, role clarity and job security are always important matters.

In employment settings, participative goal setting is usually necessary to handle the engagement of peoples competencies for cooperative and informed job performance. And, there are many other success drivers to be considered, such as strategic visioning, resources management, peoples competencies, getting desired concepts-to-the-customer, and the transparency of communications. Extraordinary efforts to promote adequate specificity and responsiveness can result in ever increasing workplace excellence and better outcomes.

Traditionally, many organizations have applied “smarts” for setting goals and responsiveness. And, after many years- of defining roles, responsibilities, procedures, and player positional alignments, a solid organizational foundation is generally present. However, there are always, yet undiscovered, options and opportunities for more improvements and upgrades, increasing workplace excellence, and better results.

– Bill LeGray-

CBLG Associates- Fresh eyes Visioning and Strategies, (http://www.linkedin.com/in/wlegray).
Workplace STARS LLC, Adviser and Service Partner,
(http://www.workplacestars.com/cblgassociates/press.php ).