Organizational Transformation: Role Consultation

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Table of Contents

Influence of the past on future workplace
Role analysis
Triangle of Conflict
Reading and Carrying framework
Self analysis using Jung’s notion
Resilience
References
Appendix

Influence of the past on future workplace

It has been observed in studies that the organizational man or woman is not just a conscious, highly focused machine, but a person subject to both conscious and unconscious stimuli (Kets De Vries, 2004).This fact has been identified following research that shows although the human brain is genetically hardwired with specific instinctual behavior patterns, that wiring is not irrevocably fixed. This is due to the fact that especially in the early years of human life experiences result in rewiring in response to environmental factors.

This occurs by formation of an interface between the individual’s motivational needs and the dominant environmental factors to define an individual’s essential uniqueness (Kets De Vries, 2004). For each person therefore, the unique mixture of motivational needs determines the character and contributes t the triangle of mental life. The triangle of mental life is a tightly interlocked triangle that consists of behavior, affect and cognition (Kets De Vries, 2004).

To understand the human being as complex as they are it is crucial to begin with their motivational needs system (Jurin, Roush and Danter, 2010). This system provides the operational code that drives personality. This position suggests to some degree that all individuals are prisoners of their past experiences to some extent. An individual’s needs system begin operation at birth and continues throughout their lives though it may be altered by forces of age, maturation and learning (Kets De Vries, 2004). Some of the motivational needs are responsible for individual physiological needs, other are for needs for sensual enjoyment and lastly they also cater for need to respond to different situations.

It has been noted that when we go to work we carry with us those needs and project them to our peers. As a result many leaders are likely to end up in a self destructive cycle of repetition due to the fact that their followers deprive them of crucial feedback (Kets De Vries, 2004). Due to this situation the leader is likely to be in a dangerous position as he or she is not likely to learn from the past as they will not learn about their mistakes. The ability of past experiences to influence organizational performance can also be the result of unconscious childhood reactions such as those influenced by revenge.

The case of revenge has been suggested to be among the main reasons why individuals who adapt to dealing with childhood problems by revenge to develop a destructive complex known as the Monte Cristo complex (Kets De Vries, 2010). This condition is characterized by an extremely strong urge to dominate other people. It has also been noted that such individuals are likely to display aggression, irritability and at times violence. These individuals develop into masters of vindictive retaliation and may believe themselves to be immune to their vindictive actions (Bryman, Jackson and Collinson, 2011).

This condition is one that is somewhat similar to the desire to get even following a dispute or disagreement. However, for individuals afflicted by this complex the desire to get even is more than a fleeting temptation and is almost a way of life (Kets De Vries, 2010). For such an individual getting even is the single most important task and is more important than wealth or power.

It has been noted that though the complex is often triggered by major life events, its origins can generally be found in childhood. This is based on the notion that children basically learn about vengeance in their family environment. This occurs due to sibling or parental exposure to antagonism, vindictiveness and harassment (Kets De Vries, 2010). This complex has been observed among several major world leaders such as Saddam Hussein, Adolf Hitler and Slobodan Milosevic (Kets De Vries, 2010). In the corporate world an example is seen in Larry Ellison of Oracle. It has been noted that despite having great innovative and business skills, Ellison’s leadership style and interpersonal manner leave much to be desired.

Role analysis

It has been established that role is an essential concept of any organization and as such is an important point for change to be initiated (Krantz and Maltz, 1997). In organizations role can be defined to mean the part an individual pays, the characteristic or behavior expected of an individual or the function or position of an individual within the organization (Krantz and Maltz, 1997).

The role is important to the organization as it provides the powerful intellectual machinery for understanding organizational life. Based on this it is possible to observe the impact of the individual on the organization (Krantz and Maltz, 1997). It is therefore wise to work with the idea of role to help individuals make sense of their working experience. The need for organizational consulting to role is essential given the fact that any change within an organization such as a merger, etc, brings with it new challenges.

Role consultation is carried out through a series of meetings between the individual and the consultant. The meeting has an open agenda which is determined by the client. The agenda may begin with issues and incidents and may include dilemmas that are dominant in the clients mind to the time of the meeting (Krantz and Maltz, 1997). Everything offered by the client is considered to be relevant to work. The meetings are carried out confidentially and voluntarily between the pair to allow for a risk diminished space where participants can think and reflect. The consultant does not report back to management unless requested to do so by the client. Anything learnt is practiced until it becomes transferable into the workplace (Brunning, 2006).

The process of organizational role consultation is one that helps the client to observe his/her role as it is outlined and help in bringing about reconciliation on an individual and organizational basis (Krantz and Maltz, 1997). This process brings about benefits that are both personal and organizational (Newton, Long and Sievers, 2006). One such advantage is the fact that it results in more creative and effective strategies, behaviors and understanding of the role (Krantz and Maltz, 1997). This can result in an improved internalized view of role and a more strategic orientation that allows one to anticipate future challenges.

In addition to that it has been noted through this process it is possible to provide opportunities for individuals to explore and clarify work roles (Krantz and Maltz, 1997). This allows the individual develop a clear understanding of individual strengths and weaknesses, performance issues and opens up areas for development. This allows the individual to develop increased flexibility in assessment of situations and judgment of individual response. It has also been noted that it allows an individual a greater understanding of how the individual role is influenced by management style. This in turn will afford the individual greater confidence in individual ability to provide leadership and effective management in the current and anticipated contexts within an organization (Krantz and Maltz, 1997).

Another advantage of role consultation is based on the fact that it is useful when assessing the effect of behavior and performance which may be new. This is an essential resource for understanding individual and others behavior in relation to role (Krantz and Maltz, 1997). It is also useful in helping identify individual contribution to a system. This will help provide deeper understanding of how to meet overall organizational goals. This approach is also useful in generating a greater readiness to reflect and analyze on experience as a basis for producing new ideas (Krantz and Maltz, 1997). It also provides a suitable mechanism to test information based on experience in action and decision making against interactions with others.

Triangle of Conflict

This triangle represents an intra psychic matrix that is used to describe the affective or defensive system within the human mind (Magnavita, 2002). This is a configuration of feelings, anxiety and defense which is in constant motion within each and every individual (See Appendix A). Based on this configuration it is reported that individuals who have experienced a painful stimuli are likely to re experience this emotion in similar situations (Malan and Selva, 2007).

Based on this it has been suggested that an individual who has experienced trauma such as that caused by physical or sexual abuse is likely to exhibit emotions such as anger, fear, etc when confronted with similar stimuli (Magnavita, 2002). As this complex feeling threatens to surface, it will trigger anxiety which in turn will call the defense mechanism to protect the individual. However, the individual conscious experience can be controlled in a manner that will keep feelings at bay.

One effective to manage conflict involves controlling the cost of conflict. It is important to keep in mind that conflict is good and reflects the passion and commitment within the individuals with regard to ideas (Thornton, 2003). However, if left unmanaged conflict can become harmful due to the fact that people stop listening and become increasingly entrenched in their own ideas. Thus with dysfunctional conflict within an organization individuals are likely to become aggressive and focus only on winning and being right (Thornton, 2003).

Management of conflict is crucial within organizations due to the fact that people are never going to see things exactly the same way. As such conflict is likely to occur between bosses, customers, suppliers and peers (Thornton, 2003). When a conflict arises it is crucial to identify potential areas for disagreement and reasons for the disagreement. Conflicts can be the result of variety of factors including different assumptions, inaccurate information, inarticulate communication and poor listening skills (Thornton, 2003). Based on personal experience one major source of difficulty is in the area of conflict management within the workplace. It has been observed that there are major variations in the manner used to address conflict in the workplace.

There are three basic approaches to the management of conflict within an organization (See Appendix B). It has been observed that most people have a dominant conflict resolution style (Thornton, 2003). However, it has been observed that some basic principles should be followed regardless of the conflict management approach being used. First, it is essential to attack the issue and not the individual in question. This is likely to allow for faster resolution of the issue at hand and prevent lengthy conflict.

It is also essential to listen with empathy. This will help due to the fact that it allows us to fully understand the other party’s view with regard to the issue. It is also essential to present ideas clearly and forcefully. This point is vital due to the fact that it reinforces what is deemed important and negates the need or possibility of speculation. Lastly it is essential to disagree without being disagreeable (Thornton, 2003). This last point suggests that the manner in which the opposing position is presented is very crucial in resolving the conflict. Based on this therefore it is clear to see that a sound argument presented in a rash or inconsiderate manner is unlikely to be useful in resolution of disputes.

In keeping with the resolution of conflict it is essential to remember that each conflict has two aspects that are relevant during resolution. The first is the issue at hand while the second is the relationship between the conflicting parties (Thornton, 2003). Each approach to managing conflict produces a different combination of results for the people involved.

The triangle of conflict can be used to perform a self analysis on the current role with a view to adapting individual behavior (Kets de Vries, 2010). This process can be very useful for individuals who are searching for meaning and change in their careers. Using personal experience it has been observed that within my current work environment there is little effort in relation to identification of problematic areas with regard to performance. Personally being of a quiet, soft spoken personality, I generally tend to steer clear from thorny issues at work. This suggests that unless I can learn a strategy to handle these thorny issues within the workplace my future within the workplace may be seriously hampered by this tendency. The use of this focal-issue identification process should be initiated in the workplace as it has been observed that it can serve as a major eye opener for the employee.

Based on the above process the employee will be able to identify which conflict management approach to use in solving problems. It has been noted that one approach is to compete which focuses on trying to win. The approach requires arguments presented in a clear and compelling fashion (Thornton, 2003). Another approach to conflict management is that which suggests compromise. This approach attempts to find a middle ground and is best used when the goal being sought can be divided equitably such as when it involves money or time (Thornton, 2003).

The final approach to problem solving involves collaboration. This approach involves working together to achieve the desired results. This approach is mainly based on trust between the conflicting parties (Thornton, 2003). The process of building trust begins when one party is willing to communicate exactly what they are thinking or feeling. This is based n the law of reciprocity which suggests the one should give what they expect to receive. The approach has a win/win orientation and is best used in situations where trust and openness are abounding (Thornton, 2003). The approach can also be used when both parties are interested in finding a creative solution to the problem at hand.

Reading and Carrying framework

In order to be an effective leader or employee within an organization it has been observed that it is essential to have an ability to read situations (James and Arroba, 1999). Based on a limited time within the role of an employee I have noted that my experience with reading is still poorly developed. For this reason, future development and advancement of my career is being hampered by the fact that I am unable to provide crucial solutions to problems based on information gathered during assessment. This would suggest that if I am to take leadership roles in future I would require more opportunities to improve my reading ability.

Another crucial skill for leaders within organizations is the ability to carry a situation. Carrying suggests an ability to tune the internal dimension which includes moods, feelings, motivation, etc, to understand how to achieve the desired goal (James and Arroba, 2005). Again owing to the fact that I have only been employed for a short period of time, my ability to carry is still poor and as such negatively affects future prospects. It would appear that to improve this ability I would need opportunities to share with leaders their motivations and decisions with regard to various situations.

These two dimensions of leadership have been reported to be very essential to the role of a leader within an organization. The reading dimension requires willingness and ability to turn attention outward and understand the context (James and Arroba, 1999). The dimension of carrying requires an ability to tune into the internal world and gain awareness on thoughts and feelings present (Horan, 2011).

Based on the understanding of what is read and what is carried it is possible to identify four behavioral options. Using this method of analysis to determine my interaction with other it would appear that my behavior would fall under what is classified as innocent behavior. This type of behavior is characterized by an integrated sense of self resulting from the experience of being comfortable with individual capability coupled with an unskilled reading of the environment (James and Arroba, 2005). This is most likely based on the fact that I have not been employed for a very long period and therefore have not developed keen reading skills.

Self analysis using Jung’s notion

It has been reported that an individual can possess four archetypes and the process of individuation is a process of understanding all the aspects associated with a specific archetype. These abstract themes known as archetypes are believed to be part and parcel of every individual (Watts, Duncan and Cockcroft, 2009).These four archetypes namely; the king, the warrior, the magician and the lover/artist are based on the work of Jung and several of his students (Kyle, 1998).

The process of individual growth according to Jung’s notion is known as individuation and is continuous by nature (Carr, 2002). The process is characterized by transition towards wholeness of the individual (Samuels, 2005). In an attempt to perform self analysis using these archetypes suggests that the archetype the best describe me is the artist/lover archetype. This archetype is often described by the term, the soft side of leadership. The main trait of such a leader would be compassion. Based on a relatively short experience as an employee it may suggest that my individual progress with regard to individuation is still at a premature stage.

This is due to the lack of experience leading to decision making often prompted by compassion. However, it has been suggested that as times goes by the individual comes to a realization of other archetypes they possess. It is hoped that in future this process will play a role in identification of other archetypes that may be used in improving organizational performance. In addition to that it is also hope that in time the discovery of other archetypes may present an opportunity for self improvement.

Resilience

It has been reported that resilience is the ability to bounce back to normal following some trauma (Maltz, 2008). This trait is very essential when considering leadership as it is not uncommon for organizations and individuals in these roles to face adversity (Rothstein and Burke, 2010). The case of adversity is even more pronounced when we consider leadership given the fact that leaders are often required to take risks and challenge opposition (Luc, 2009).

In addition to risk taking it is also important to understand how leadership can be used to build resilience. This will require an understanding the learning that takes place and the process of building self efficacy during turmoil (Luc, 2009). With these tools leaders can then build collective resilience through their behavior, attitude and through the use of words. To achieve this adversity has to be used as a learning tool. Some of the lessons that can be learned include exposure to various forms of adversity, building confidence in ability to face problems, developing crucial leadership skills such as defending a point of view and allowing insight into unforeseen opinions.

Using this information to perform a self analysis, it would appear that the resilience of the writer is still poorly developed. This position is not very encouraging given that resilience is a significant measure of leadership. The main reason for the current position can be traced to the lack of experience and thus lack of exposure to various types of adversity. In addition to that, lack of exposure has also contributed to a low degree of confidence in dealing with adversity. However, based on the creative archetype mentioned earlier, the writer is fairly good at coming up with various solutions to address adversity.

References

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Bryman, A, Jackson, B, and Collinson, D 2011, The SAGE handbook of leadership, SAGE publications Ltd., London. Web.

Carr, A 2002, ‘Jung, archetypes and mirroring in organizational change management: Lessons from a longitudinal case study’, Journal of Organizational Change, vol. 15, no. 5, pp. 477-489. Web.

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Maltz, M 2008, ‘Motivation, Meaning and Resilience’, ISPSO Symposium, pp. 1-22. Web.

Newton, J, Long, S, and Sievers, B 2006, Coaching in depth: The organizational role analysis approach, H. Karnac (Books) Ltd, London. Web.

Rothstein, MG, and Burke, RJ 2010, Self-management and leadership development, Edward Elgar Publishing Inc., Massachusetts. Web.

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Thornton, PB 2003, The Triangles of Management and Leadership, Llumina Press, Coral Springs. Web.

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Appendix

Appendix A: Triangle of Conflict

Appendix B: Conflict Management

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