NEW PARADIGM: LEARNING AND EFFECTIVENESS

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NEW PARADIGM LEARNING AND EFFECTIVENESS

• CONNECTING DIVERSITY TO MAINSTREAM WORK AND CORE
  CULTURE

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INCORPORATE DIVERSE PERSPECTIVESS INTO MAIN WORK

• RETHINK
• TASKS -PRODUCTS
• MARKETS -PROCESSES
• STRATTEGIES -POLICIES
• PROCEDURES -HR PRACTICES
• ALL IN THE LIGHT OF WHAT IS LEARNED FROM DIVERSE
  APPROACHES, OPINIONS, PRACTICES
• FIND OUT WAYS IN WHICH THESE CAN BE USED BY
  EVERYONE FOR THE BENEFIT OF THE FIRM

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INTEGRATION

• INTEGRATION IS THE MAIN VALUE IN THE 3RD PARADIGM
• DIFFERENTIATION IN THE 2ND PARADIGM
• ASSIMILATION IN THE 1ST PARADIGM

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8 PRECONDITIONS FOR THE INTEGRATION PARADIGM TO
HOLD

• 1. LEADERSHIP TRULY VALUE
• DIVERSITY OF
• OPINIONS
• INSIGHTS
• APPROACHES
• PERSPECTIVES
• BEARING ON THE WORK OF THE FIRM
• DEMONSTRATE AN INVITING ATTITUDE
• SUPPORT INITIATIVES FOR WORK DIVERSITY

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2. LEADERSHIP AWARENESS

• OF OPPORTUNITIES THAT DIVERSE APPROACHES BRING
• CHALLENGES IN MANAGING DIVERSE APPROACHES
• FORWARD THINKING AND PROACTIVE LEADERS

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3. A CULTURE OF LEARNING AND DEVELOPMENT

• PROPER SKA INVENTORY
• ENHANCED JOB DESIGNS
• COACHING
• MENTORING
• CAREER MANAGEMENT
• FORMAL AND INFORMAL TRAINING

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4. HIGH STANDARDS OF PERFORMANCE FROM EVERYONE

• A FORMAL, OBJECTIVE PERFORMANCE EVALUATION
• 360 PERFORMANCE APPRAISAL
• CLEAR, CONSISTENT EXPECTATIONS OF WORK
  PERFORMANCE
• NO NEGATIVE (AND LOWER) EXPECTATIONS

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5. A CULTURE THAT VALUES WORKERS

• POSITIVE ORGANIZATIONAL CLIMATE
• UNDERSTANDING THAT THE WORKERS ARE THE MOST
  CRITICAL RESOURCE
• MIND SET THAT THE WORKERS ARE THE BIGGEST
  INVESTMENT
• EXPECTATIONS THAT THE WORKERS WILL BRING ALL OF
  THEIR SKAs ST TO WORK

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6. FIRM CULTURE THAT VALUES OPENNES

• TRUSTING CLIMATE
• NON-DEFENSIVE COMMUNICATION
• NO FEAR OF CONSTRUCTIVE CONFLICTS
• BELIEF ABOUT ABILITY TO MANAGE CONFLICT
• SUPPORT FREE EXPRESSION OF IDEAS
• ZERO TOLERANCE FOR INTOLERANCE TO VARIED IDEAS
  AND PERSPECTIVES ON WORK RELATED MATTERS

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7. EGALITARIAN, NON-BUREAUCRATIC ORGANIZATION

• A FLAT STRUCTURE?
• A SMALL SPAN OF CONTROL DESIGN?
• SURELY, NOT RESISTANT TO EXPERIMENTATION
• NOT PRONE TO NOT INVENTED HERE SYNDROME
• NOT INFLICTED WITH WE HAVE ALWAYS DONE IT THIS
  WAY WOUND.

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8. CLEAR MISSION AND GOALS

• . CLEARLY FORMULATED
• WELL ARTICULATED
• WELL COMMUNICATED
• WELL ACCEPTED
• BRING FOCUS
• PROVIDE UNITY OF DIRECTION
• PROVIDE OBJECTIVE CRITERIA FOR JUDGING THE
  EFFECTIVENESS OF VARYING APPROACHES TO WORK.

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TRANSITION TO THE LEARNING PARADIGM

• MENTAL CONNECTIONS ARE BEING MADE
• EXPLORATIONS ARE UNDER WAY TO LEARN THE VARIED
  CONTRIBUTION STYLES
• OPEN AND EXPLICIT DISCUSSION IS LEGITIMATED
• PEOPLE ARE OVERTLY DISCUSSING BACKGROUND CULTURAL
  EXPERIENCE COMPLETE POOLS OF SKAs
• NO DOMINANCE AND SUBORDINATION OF WORK APPROACHES
  IS TOLERATED
• HIGH LEVELS OF ORGANIZATIONAL TRUST
• LEADERSHIP VISION OF THE PURPOSE OF DIVERSITY IS
  CLEAR AND UNEQUIVOCAL