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The Scholar-Practitioner’s Place in Organizational Behavior

Dr. Kay Dennis

Associate Professor, Education & NursingPark UniversityDec. 8-10, 2016

Where I live

United States Southeast coast

Beaufort, North Carolina

Park University

Brief Background

• Career history– Nursing practice– Nursing education

• Adult learning• Diverse skills - technology, grant writing• Unexpected opportunities - consulting• Fulbright award Liepaja

Your background

• Name, where you live

• Currently employed?

– Your role – primary duties – how long

• Anticipated graduation date

• Next career step, post-doctorate

• 2 biggest challenges you are facing

The Scholar-Practitioner’s Place in Organizational Behavior

1- The Priceless Skill of Asking Questions 2- Oral Discourse as a Tool

Organizational Transformation & Change; Conflict Resolution & Persuasion 3- Servant Leadership

Why these topics?

Reflection: What creates success?

o External conditions?

o Situational context?

o Inner qualities?

Your doctoral degree

Communication skills

Forbes Magazine Oct. 2016

5 Top Regrets

Mid-CareerProfessionals

World-wide

I wish…

1. I wish I hadn’t listened to other people

about what I should study and do. 1. I wish I hadn’t worked so hard and missed out on so much2. I wish I hadn’t let my fears stop me from making change3. I wish I had learned how to address toxic situations and

people4. I wish I hadn’t let myself become so trapped around money

I wish…I wish I hadn’t listened to other people about what I should

study and do.

2. I wish I hadn’t worked so hard

and missed out on so much.I wish I hadn’t let my fears stop me from making changeI wish I had learned how to address toxic situations and

peopleI wish I hadn’t let myself become so trapped around money

I wish…I wish I hadn’t listened to other people about what I should

study and do.I wish I hadn’t worked so hard and missed out on so much

3. I wish I hadn’t let my fears stop me

from making change.I wish I had learned how to address toxic situations and

peopleI wish I hadn’t let myself become so trapped around money

I wish…I wish I hadn’t listened to other people about what I

should study and do.I wish I hadn’t worked so hard and missed out on so muchI wish I hadn’t let my fears stop me from making change

4. I wish I had learned how to address

toxic situations and people.I wish I hadn’t let myself become so trapped around

money

I wish…I wish I hadn’t listened to other people about what I

should study and do.I wish I hadn’t worked so hard and missed out on so muchI wish I hadn’t let my fears stop me from making changeI wish I had learned how to address toxic situations and

people

5. I wish I hadn’t let myself become so trapped

around money.

Our focus

3. I wish I hadn’t let my fears stop me from making change.

4. I wish I had learned how to address toxic situations and people.

Needs Assessment

About you…

1. What is your biggest challenge in dealing with co-workers?

2. What change would make it easier for you to do your job?

3. Think of someone at work that you admire. What are his or her best qualities as a communicator?

4. How do your co-workers see you as a communicator?

How we see ourselves

• Critically important to self-image

• Vital for presenting our best self

• Foundation for growth

• Career potential

• Personal satisfaction

• Relationships

“Scholar-Practitioner”

What does that mean?

What does a scholar-practitioner do?

The Scholar-Practitioner…

1. Curious; thirsty for deep knowledge• Questions assumptions & tests theories• Committed to solving problems• Openly shares insights, knowledge• Is constantly evolving & learning• Seeks social justice; a better human condition

The Scholar-Practitioner…

• Curious; thirsty for deep knowledge2. Questions assumptions; tests theories in real life settings, “on the street”• Committed to solving problems• Openly shares insights, knowledge• Is constantly evolving & learning• Seeks social justice; a better human condition

The Scholar-Practitioner…

• Curious; thirsty for deep knowledge• Questions assumptions & tests theories3. Committed to solving problems• Openly shares insights, knowledge• Is constantly evolving & learning• Seeks social justice; a better human condition

The Scholar-Practitioner…

• Curious; thirsty for deep knowledge• Questions assumptions & tests theories• Committed to solving problems4. Openly shares insights, knowledge• Is constantly evolving & learning• Seeks social justice; a better human condition

The Scholar-Practitioner…

• Curious; thirsty for deep knowledge• Questions assumptions & tests theories• Committed to solving problems• Openly shares insights, knowledge5. Is constantly evolving & learning• Seeks social justice; a better human condition

The Scholar-Practitioner…

• Curious; thirsty for deep knowledge• Questions assumptions & tests theories• Committed to solving problems• Openly shares insights, knowledge• Is constantly evolving & learning6. Strives for social justice

The Scholar-Practitioner asEffective Communicator

• Improves engagement among co-workers

• Supports others during difficult times

• “Sees” and promotes meaningful change

• Helps to form new strategic directions

• Contributes to an enduring legacy

Strategies & Methods

Cultivate relationships

• Strive to understand the context– Background behind decisions – Departmental priorities

• Have a learning goal in mind

• Social support – can’t have too much

Strategies & Methods

Demonstrate respect

• Make others feel their opinions count

• Expect to learn from all co-workers

• Be accepting of silence

• Reduce emails – have more conversations

Power of Questions

Communicating = Informing NOT

Rational linear models non-linear thinking

Research on organizational change management:Paradigm shift needed!

Saara Tahvanainen - University of Helsinki

What happened to us?

As children we ask many questions!

But we stop asking.

Why fewer questions

• Too busy

• Mind is already made up

• Already know the information

• Don’t want to appear ignorant or foolish

• Not interested

Other reasons?

• The manager clearly wants no questions!

• Culture dictates one-way information flow.

• People with inquiries are ridiculed.• Adequate preliminary facts unavailable

widespread confusion results.• Perceived RISK – lack of safety

News for you!

If you are a • Leader• Manager• Administrator

If you are not a• Leader• Manager• Administrator

How to Ask Better Questions

Mike Vaughan TEDxMileHigh

•How high-value leaders think •Conflict & perspective •Suspending judgment

https://www.youtube.com/watch?v=J8xfuCcXZu8

Why ask questions

Participating with questions demonstrates:

• Curiosity• Commitment• Self-confidence• Ability to analyze, absorb information

Questions enable learning

• Asking a question = striking a match• Flame = dialogue & flow of ideas• Sparks!

“We move in the direction of the questions we ask.”

The Power of Questions

• Foster critical thinking skills

• Enhance creativity

• Strengthen relationships

• Establish & preserve trust

• Exercise your memory

• Develop oral communication skills

More Power…

• Encourage good listening

• Help you become invested in the problem

• Encourage others to ask questions

• Spark lively and productive discussions

• Open your mind to other opinions & beliefs

Additional benefits

• Protect you from making mistakes

• Make work more productive

• Make solutions more effective

• Lead you to new discoveries

• Help you make better choices/decisions

From the BBC … in 2000

“What is the one thing I should do to make things better for you?”

If you are the one in charge

…would you be willing to ask:

“What is the one thing I should do to make things better for you?”

If you are not a manager…

How would you respond to this question?

What is the one thing I should do to make things better for you?”

Invest some time. Write down your thoughts.

“Ask for what you need! It greatly increases your chances of getting it!”

Skill at asking good questions 21st century fluency

• Solution

• Information

• Media

• Collaboration

• Creativity

“Fluency” explained

Collaboration Fluency

Critical Element:

Cohesive group vision

Food for thought

The person who controls the definition

of a problem controls its solution.

• Causes• Stakeholders

Collaborators ask:

• What are our goals?

• What is our challenge?

• Who are the team members?

– What does each person bring to the table?

• What information do we have/need?

• What are our milestones and guidelines?

Practical Tips

• Instead of a statement … form a question.

• Ask open-ended questions.

• Ask follow-up questions – listen for issues.

• Rule of 3: ask for three options, alternatives.• If discussion shifts, remain silent with an open

mind.

Additional Ideas

• Become comfortable with silence. Others will participate.

• Give up a bit of control.

• Ask questions – do not interrogate.

• “Am I the only one who feels as if…”• “Can you share…”

Thinking - driven by questions

• Deep questions …make us deal with complexity.

• Q. of purpose ...... make us define our task.

• Q. of information make us check our sources.

• Q. of interpretation make us ask how we assign meaning to information.

• Q. of assumption make us assess what is truth.

• Q. of implication make us follow our thought path.

• Q. of perspective make us compare points of view.

• Q. of relevance make us seek a link to the topic.

• Q. of accuracy make us evaluate and validate.

• Q. of precision make us be specific and give details.

• Q. of consistency make us search for contradictions.

• Q. of logic make us search for coherent thinking.

Relevance and Conviction

• Where do we need to focus our attention?

• Are we looking at the main problem or task?

•  What information is still missing?

• How does this information relate to the issue?

Our organization

• Where is the value to (our students), the organization?

• What are the top 3 benefits?

• What must happen for this to work?

Relevance and Conviction

• Are we being diverted to unrelated matters?

• Are we failing to consider relevant views?

• What aspects should be set aside for now?

Have we missed something?

• Is there a question we should answer before we attempt to answer this question? 

• Is there a more important question we should be addressing? 

• Does this question capture the real issue we are facing? 

What next?

• What conclusions seem justified based on the facts? 

• What is our point of view or recommendation?• Do we need to consider another? 

• What are the first 3 actions we need to take?

High-stakes issues

• Clarify any points of confusion immediately.

• Formulate the issue in several different ways.

• In planning for discussion, write the most significant questions before meeting.

• In meetings, stay on the topic.

More than one way to cut a potato

Framing a situation

• Human resources frame

• Symbolic “

• Political “

• Structural “

Bolman, L. G. & Deal, T. E. (1997). Reframing organizations: Artistry, choice and leadership. San Francisco,

CA: Jossey-Bass Inc., Publishers.

http://www.leebolman.com/

Human Resources Frame

Organizations exist to serve human needs.

People organizations

A good “fit” The individual: The organization: Contentedness, meaning Success and progress

Symbolic Frame

What is most important about any event? What happened What it means

• Multiple meanings• Interpretation unique to the individual• Worldview

Political Frame

Wherever you have 2 people…..politics!

Values & beliefs \ CoalitionsPerceptions of reality /

Bargaining – negotiation - posturing

Structural Frame

• Organizations need goals & objectives

• Rationality prevails over human needs

• Roles reflect division of labor

• Coordination & control needed

• Problems poor structure

Some examples

• Human resources frame

• Symbolic “

• Political “

• Structural “

Improving relationships

Ask the right questions… manager, colleague

Skillfully asked questions require an answer

People prefer talking Influence their thinking in your direction

Perception: that you are smart

Probing questions

• Help you to meet expectations

• Demonstrate willingness to listen

• Obtain essential information

• Assist colleague to clarify, expand his thinking

Useful “probe” words

Good:How do you decide which test to administer?

Better:Can you describe the process you use

in deciding which test to administer?

Systematic approach

We think in generalities, but we live in detail. Alfred North Whitehead (1861-1947), mathematician & philosopher

Start with general questions more detailed.“What are the key elements that…?”

Active verbs

Explain ClarifyEnlighten ElaborateShow Help me understandDemonstrate ExpandAnalyze Construct

Facts & feelings

Facts? or feelings?

Shift focus of your thinking, or someone else’s

Stimulate the left brain: Can you tell me how you did this, step by step?

Stimulate the right brain: How did you feel about that?

Need for practice

First - study the process of thinking.

Thoughts, emotions and desires combine in ways that affect your thinking.

Still getting vague answers? Be more specific.

Who has control?

Intimidated by an authority figure?

Claim an equal footing – ask a question

Conversation will move as you direct

You get information – power!

Hot potato!

When we feel controlled … answer, then ask

The “good” question

• Based on a specific purpose

• Sensitive to proper timing

• Common ground for agreement?

• Anticipated impact or consequence

When we fail to ask

• Waste time

• Cannot separate useful from irrelevant data

• Miss opportunities

• Follow wrong pathway

• Take wrong direction due to assumptions

• Misjudge the motivation of others

When we don’t ask

We don’t get what we want.We don’t give others what they want.

Quick fix:“Is there anything else I need to know?”

Priceless questions

Getting specific

1. Can you clarify that?

2. Can you give me an example…

3. What exactly do you mean by that?

4. What specific results are you looking for?

Specifics

5. Do you have any questions about what I just said? (what questions…)

6. What do you plan to do with this (info)?

7. What is the real problem here?

Intellectual & Emotional Alignment

With others

1. How do you feel about it?

2. How strongly do you feel about this?

3. What’s most important to you?

4. What are your priorities?

Intellectual & Emotional Alignment

With yourself

1. What is my purpose?

2. What assumptions am I making?

3. What am I really trying to say here?

4. What is the best way to phrase this question?

Getting feedback

1. Did I understand you correctly when you said…?

2. Did I answer your questions?

3. How am I doing?

4. Have I done what you requested?

Giving feedback

1. What type of feedback would be most useful to you?

2. What do you plan to do with the feedback?

3. Do you want me to just listen?

4. Do you want me to ask questions and interact with

you?

5. Do you want me to give you advice?

Anticipating consequences

1. What if…?

2. Is it worth it?

3. What will I regret not doing?

4. What might the short-term results be?

5. What might the long-term results be?

Personal – just for you

1. Can you help me? (I’m worried/confused…)

2. What are my options?

3. What do I need to do to meet my goals?

More about you

1. What am I willing to do to get there?

2. What did I accomplish?

3. What could I have done better?

4. Am I where I want to be?

Ok – so you ask!

But – you have to listen!

Better conversations

1. Enter every conversation assuming that you have something to learn

2. For the moment, set aside your personal opinions.

3. Use open-ended questions – start simple.

Next, do this:

4. Go with it – get rid of random thoughts that come to mind.

5. Do not equate your experience with theirs – never the same!

6. Do not repeat yourself – it’s condescending.

More effective techniques

7. “Stay out of the weeds!” Omit the extra details.

8. Just LISTEN.

9. Be interested in the other person – expect to be fascinated and amazed.

Steven Covey

Most of us do not listen with the intent to

comprehend – but to reply.

Listening mechanisms

ONE:

1. Recognize

2. Relate

3. Assimilate

4. Apply

Mechanism #2

1. Receive

2. Appreciate

3. Summarize

4. Ask

Assessment

• What did I learn today?

• What could I have done differently?

• What opportunities did I miss?

The Scholar-Practitioner’s Place in Organizational Behavior

1- The Priceless Skill of Asking Questions 2- Oral Discourse as a Tool

Organizational Transformation & Change; Conflict Resolution & Persuasion 3- Servant Leadership

“…people will forget what you did, but people will never forget how you made them feel.”

Maya Angelou, American poet, educator, author

Dr. Richard Boyatzis

http://cvdl.ben.edu/blog/effective-leadership/

What is Effective Leadership?

Dr. Richard Boyatzis

Distinguished Professor of Organizational Behavior, Psychology, and Cognitive Behavior

Case Western Reserve UniversityCleveland, Ohio USA

http://cvdl.ben.edu/blog/effective-leadership/

How you have been made to feel

The leader who made me feel GOOD about myself did these things:

1.2.3.4.

The leader who made me feel BAD about myself did these things:

1.2.3.4.