Culture Change is a Complex Process
Make sense of it with actionable advice from experts on the front lines.
Make sense of it with actionable advice from experts on the front lines.
New York, NY – gothamCulture Partner and Founder, Chris Cancialosi, will support at the 2019 Society for Industrial and Organizational Psychology (SIOP) Early Career Practitioner Consortium in Washington D.C. on April 3, 2019. SIOP’s Early Career Practitioner Consortium is a one-day career development experience for early career I-O professionals who work in non-academic settings. For more information about the conference click here.
SIOP is the premier membership organization for those practicing and teaching I-O psychology. While an independent organization with its own governance, SIOP also represents Division 14 of the American Psychological Association and is an organizational affiliate of the Association for Psychological Science.
Chris Cancialosi is a recognized expert in the fields of leadership and organizational development, with a focus on the role of leaders in shaping high-performing cultures. Chris has worked with senior leaders across industries and sectors to design and deploy organizational transformation processes aimed at creating and sustaining effective large-scale change. Chris is an experienced advisor and executive coach with a reputation for providing critical insights and engaging customized solutions; he effectively combines his operational field and entrepreneurial experience with his knowledge of organizational psychology to provide unique practical support to his clients as they navigate today’s business landscape.
In every organization, there will be people that you find to be “difficult”. The question is how to navigate these people in a productive way and that doesn’t cause excess stress for you or your team. What can you do? What you do say? What do you ignore? gothamCulture’s Chris Cancialosi discusses this topic with Wanda Wallace on VoiceAmerica Business Channel. Click here to listen!
Workplace Loneliness and the Importance of Community
A huge factor in the prevalence of loneliness at work is the lack of a nurtured and authentic community. As humans, we are organically communal. When the ability to form connections is absent it’s natural for us to feel isolated.
In the workplace, community and culture are influenced by company values. Often those values aren’t overly difficult to identify. The hard part is bringing them to life. Whereas values are defined, community is forever moving. It’s not a process. It’s an organic ecosystem that in many ways constantly evaluates the meaning of business values at a single point in time rather than adhering to them ongoing in an unwavering manner. In short, communal interactions are stress tests in cultural authenticity. They determine which values matter the most and challenge those that may not be overly robust or that employees can’t live by. A positive values-driven community breaks down silos. It laterally cuts across organizations taking politics and difficult divergent views out of the picture. It has the power to bond by removing obstacles through shared goals, interests and commitments. It galvanizes and helps individuals and the company as a whole to grow, and through all of this, it’s one of the most significant ways to prevent or reduce loneliness. Community through culture must, therefore, be fostered for the good of everyone.
7 Ways to Reduce Isolation In The Workplace
All is not lost. There are many approaches worth considering to manage the problem of loneliness in the workplace. Not every one is right for every company, but here are seven to consider.
According to Psychology Today 40% of people will experience the pain of loneliness during their lifetime. Despite its prevalence, the feeling of being alone or isolated is an often-misunderstood condition. Here are some facts.
You’ve mapped out your rebrand. The vision, purpose, values, personality and principles are in the bag. The logo and tagline are nailed. The style guide is finished. The creative department is excited and the media and communications teams are ready to roll. You’ve presented your PowerPoint to the company. They seemed to like it but few questions were asked. After all, to them, this is the domain of only the marketing department. Isn’t it?
Anyone who has ever attempted to lead change in an organization, regardless of its size and complexity, will attest that it’s not for the faint of heart. One simple attestation to this is the countless number of books and articles written on the topic.
While organizational change can be difficult, regardless of the circumstances, it can be particularly challenging to create change in organizations that have long-standing histories and deeply embedded cultural norms, beliefs, and assumptions. Organizations that are solidly grounded in legacy and that place significant value on an enviable history oftentimes have the most difficulty creating change. This is especially true when these organizations are attempting to create transformative change (completely disruptive) as opposed to evolutionary change (small slices of change over time).
Everyone has heard the term “servant leadership,” but how many leaders know what that means? Leadership is service – service to others – not service to oneself. I’ve served with two such leaders in my life – David Neeleman and Gordon Sullivan.
Pharma-, Medtech-, Biotech- and Diagnostic-industries are experiencing ubiquitous change. Strong silo-mentalities and tough regulatory forces in the healthcare sector create challenges for employees and leaders alike. In addition, trends such as reduced innovation in R&D departments and mounting digitalization of products and processes are increasing the complexity of the work environment.
To solve the tension between the constant pressure to change on one hand and the rigorous structures on the other, organizations are looking for tools and methods that increase innovative thought and action.
As the speed of technological innovation continues to increase and as competition to deliver better, faster, and with less down time continues to be a deciding factor in who wins and who loses in the software game, it is important for organizations to take a research-based approach to digital transformation. Over the last five years, DevOps Research and Assessment(DORA) has been studying the practices that drive higher software delivery performance, termed software delivery and operational performance (SDO).
To-date, DORA has surveyed over 30,000 technical professionals globally (~1,900 this year alone) and has begun to understand, from a quantitative perspective, what high-performing technology organizations do and don’t do to drive their dramatically better performance. Read More…
There is no shortage of research on the impact that boards can have on the performance and profitability of the organizations they serve. In today’s business context, boards face higher expectations, increased scrutiny by the community, press, politicians, and the street, and significant increases in the velocity of demands of their attention. These realities create a need for boards to be as effective as possible in driving profitability for the firms they serve. Board inefficiencies and lack of effectiveness are simply not something that organizations can afford. Setting up boards for success starts during the recruitment process and some recent research sheds some light on how to make this process have greater positive impact. Read More…