Enjoy reading the original post from Jessica Sawatzky here: https://create.twu.ca/jessicalaugsawatzky/2018/11/12/hc-1-leader-post-7-1/
(Retrieved from https://hitconsultant.net/2017/11/03/internet-things-digital-future-value-based-care/)
The description you provide of your work environment in your Week 7 post on Conflict and Cooperation creates a mental image of a smoothly operating work place, Jessica. You mention the earlier friction while developing the mission, vision, and values but since that was before your arrival, you have no experience with that conflict. I appreciate your mention of the time it takes to allow the MVV become part of everyone’s daily practice (Sawatzky, 2018, para. 1). In all our readings, discussion posts, and assignments, we present the MVV as able to cure many workplace issues and miraculously bring unanimous alignment among staff members. I have not found it to be this way; people still need to make the decisions to follow the principles of the MVV and make choices in line with the organizational policies. “SLTs generally can only be as strategically effective as the organization’s overall strategy itself is both well reasoned and clear” (Hughes, Beatty, & Dinwoodie, 2014, p. 208).
What happens when there are disagreements in your workplace? Lepsinger (2010) says that “despite having shared goals in place, the people you depend on to get things done often have different perspectives” (p. 180). You mention your department has “been very transparent in their attempts to enhance the corporate working environment” (Sawatzky, 2018, para. 3) but when there are differing opinions, does seniority play a part in resolving differing perspectives? Working in a union environment always adds another layer of protocols and ethics to follow. From your description, it does seem like your leadership is assuming value in all employees and providing balanced responses to potential issues (Hughes et al., 2014, p. 57).
When discussing synergy being the result of good decision-making, Galbraith acknowledges that “the challenge for the solution provider is to get all of its business units to work together” (2014, p. 266). You shared a situation of conflict between two departments which was noticeably time consuming and your “productivity took a nosedive during that time” (Sawatzky, 2018, para. 5). Is there another method you have learned through strategic leadership thinking and acting which may have resolved the interdepartmental issues in a more efficient manner?
You mention you are a visionary, Jessica and are working on developing your ability to deal with smaller details. Hughes et al. discuss the need to focus on what employees do well and help them improve in areas where they may struggle (2014, p. 58). How do you apply this to your employees? Are you better able to see where some of your struggling colleagues and employees have strengths and then develop a plan for them to increase their skillset in a broader way?
Thank you, Jessica, for revealing some of the strategic problem solving and conflict resolution practices of your organization!
References
Galbraith, J. R. (2014). Designing organizations: Strategy, structure, and process at the business unit and enterprise levels. San Francisco, CA: Jossey-Bass.
Hughes, R., Beatty, K. & Dinwoodie, D. (2014). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco: Jossey-Bass.
Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get results. San Francisco, CA: John Wiley & Sons.
Sawatzky, J. (2018). HC 1 leader post 7.1. [Blog Post] Retrieved November 13, 2018 from https://create.twu.ca/jessicalaugsawatzky/2018/11/12/hc-1-leader-post-7-1/