The last week of KBAM and lectures, it’s been a hell of a ride. Having said that our discussion on the two topics was quite interesting. The model of Robert Tills ‘Neurological levels of change’ shared by Paul in class was very helpful as its practicality could be easily related in real world. Its applicability was thoroughly discussed and questioned.
‘Real world’ they say, which we are all so eager to enter or re-enter. The pressing issues related with our respective cultures and understanding about the organizations itself persuaded all of us to voice our concerns.
The most debated concerns were about changing the exiting culture of the organization after it’s understanding of what lacks for improvement and exists for considering as a base. There were arguments made on what should method/ was should be considered when facing a rigid boss who doesn’t like changes.
The feedback I reflect on this concern is that there is no one right way to go about it, one may never know how that rigid boss of ours may have a change of heart by witnessing a minor change with in our area of concern. Furthermore, I was quite interested by the idea of ‘Quality circles’/ ‘Discussion groups’ as they are quite practical to implement in any kind of an organization. The possibilities of creativity are endless and so are areas of concern, which can be critically gauged by employees at all levels without the interference of the managers.
My reflection on this is that, yes employees may benefit from the concerns they consider to be forwarded but mostly employees are hesitant by fear or by being indifferent about the environment. I believe giving the drive, guidance and the option to change is the biggest key here for implementing and practicing quality circles in the organization. Employees usually are indifferent about voicing their opinion as they know how their bosses are and know via years of experience of to which extent the orthodox approach has been firmly established and can never be changed. This hopeless belief turns into negative behavior that deeply affects both employees and the company.
Lastly, it doesn’t matter that on which level we are hired once graduated as the area of influence can grow and engulf the organization slowly. Then again Rome wasn’t built in a day! It’s about persistence in accordance with the neurological level of change in mind which makes one stay focused.