The Corrosion of Character

Richard Sennett, “ The Corrosion of Character”

This was an interesting book that presented some new views (to me) on “downsizing/rightsizing”, the emphasis on “teams”. and a discussion on conflict.

Some observations of the book:

-Conflict: True discussion doesn’t exist without conflict. Conflict creates true discussion.

While I tend to see the truth in this, and I think it is something that needs to be discussed, I can’t say I agree. However, I will look at the discussion in the City in a new light in the future, and also I will look at the conflicting views.

-Teamwork is a destructive absence of authority-No one takes responsibility

-Teams create a short term perspective rather than a long term . I know this has been a major management problem lately, so I tend to agree with this.

-Entails a group ethic vs. an individual ethic

-”Only the current game matters”. No long term responsibility. I see this all the time in contracted work.

-”Good Team Player” doesn’t invite conflict to avoid delays, thus preventing a variety of views. (Especially where teams grade themselves.

-Downsizing:

-Constant redefining of structure (created by reduction in structure/lines of authority) and continuous change of the rules. Creates confusion and reduction on productivity, not an increase.

-Lack of connection and responsiveness leads to the feeling of not being needed, leading to more alienation and reduced productivity.

I found these thoughts very important in my current situation as we deal with changing environment and reduced revenues. I have always had some negative feelings about “downsizing/rightsizing” and the emphasis on “teams” instead of individual effort and responsibility.

The New Letters to the Editor

This session was extremely interesting. It involved how to approach or look at the "New Letters to the Editor", the Internet anonymous "letters" that cowards use to make spiteful, lying attacks on any and all subjects. The speaker mentioned you COULD do something about it, but the general feeling of the crowd was to ignore it.

I thought the concept of the "truth squad" (using his own name) was interesting, but I don't really know if these letters are worth the time and effort.

Also, this type of cowardly attacks were "legalized" by a federal law (I don't really understand what the objective of the law is) and it gives another example of the unintended consequences of governmental actions.

Googleplex tour

ICMA Conference: "Googleplex tour".

This was probably the most anticipated session of the conference. I think the main concept I got from this tour was just what a dedicated group of people can accomplish, as well as becoming more familiar with the "Google Apps" and how I could use them to work more effectively.

Also, the guide who went with us was involved in the location of the "Googleplex" in Mountain View and that explanation of negotiations was an education in itself.

I tried note all of the Google culture, from the code explanations over the urinals, to the reasoning behind allowing dogs at work and providing feeding stations. By chance, I read a story in the local newspaper about the interviewing process at Google and it was a good example of why good hiring is the most important step in the personnel system.

Inspirational Breakfast

ICMA Conference, October 18, 2010: “Inspirational Breakfast”.

What was “inspirational” about this breakfast was the approach used by the sponsors, having actual clients testify how the social programs helped them. In this case, the clients included a victim of domestic abuse, a recovering addict to alcohol and drugs and perhaps the most inspiring, the homeless person who was helped by the program.

The theme of the program was how the resources of the local government and local private organizations were used on a collaborative basis to combat these problems.

My interest was how local agencies could be used in resolving any time of problem (or perhaps more correctly) or providing services to the residents who need such services

"Gaming can Make a Better World"

CMA Conference, October 17, 2010: Opening General Session, Jane McGonigal, “Gaming can Make a Better World”.

I enjoyed this because it was a new thought (to me). McGonigal stated the premise that computer games could be used to resolve social and other problems. She cited two such games that had been used to resolve actual problems.

While I don’t know that I will start using computer games to solve problems, it still opened up some new thoughts. This is what I enjoy and find educational about sessions like this. It opens up a new thought path to me.

While I haven’t looked at the computer games she mentioned in her talk, I have discussed the concept with the staff and I feel it is opening up some new ways of looking at how to resolve problems.

We are looking at continued reduced revenues and I feel the discussions started about the “computer game theory” helped us derive some new ways of looking at analyzing our personnel, vehicle and other needs.

After I got over my initial rejection of her theory, I found the session was one of the better sessions I attended, as it opened me up to accepting new approaches. Also, at least one employee downloaded the games she mentioned and worked with them on his own time, and he has demonstrated some new talents I wasn’t aware he had!

Positive Discipline

"Positive Discipline", MTAS Workshop, 8/27/10

This workshop concerned the use of discipline to improve job performance, as opposed to "punishment".

Some thoughts I got from this workshop that I will apply to my work include:

-Generally 5-10% of any Team are low performers. These personnel take up a lot of supervisory time, drag down the team. Also 5-10% of any Team are "stars" and generally will do well no matter what.

The Instructor suggested Supervisors spend more time on the "almost stars" to make them "Stars" rather than wasting time on low performers who won't improve.

1. Hiring better is the first priority since hiring the right person is the key.

2. Placement is also a priority, in that the right person needs to be in the right place, in a match of needs and abilities.

3. Asking a person to change can be intrepreted as "what am I doing wrong?" The suggested method is to emphasize change to results, not as "doing something wrong".

One concept that I especially liked is the idea of "setting expectations" rather than merely trying to improve behavior. The instructor mentioned setting expectations "early and often".

The instructor noted that 15% of Job Performance problems is lack of skills while 85% of Job Performance is attitude or behavior. After the Workshop, my observations were that lack of skills actually a small part of most problem personnel.

I have researched "setting and communicating expectations" since the Workshop and feel this concept was an especially valuable thought from this Workshop.

Stop Overdoing Your Strengths

Robert E. Kaplan and Robert B. Kaiser, "Stop Overdoing Your Strenghts" (Harvard Business Review, February, 2010)

The book "Now Discover Your Strengths", the ICMA Workshop on this subject, testing and other articles and workshops etc. made sense to me and I try to use the concepts of "suing your strengths" both as a Manager and also I encourage personnel to utilize these concepts.

Since the concepts of using your strengths rather than concentrating on trying the improve my weaknesses is a major change in my thinking in recent years, this article with the theme that you can "overdo" your strengths was interesting and educational.

The Article basically states that we need to be careful to not overuse our strengths to the point that they are become "weaknesses through overuse". While this may appear to be common sense, I appreciated some of the points of the article.

The article stated that research indicated that the effects of overuse of strengths could have negative impact on team performance, especially in the areas of vitality and productively and ALWAYS in performance. While I always realized overdoing strengths could be harmful, the article states even a "little" overdoing could be harmful.

The article basically states that a manager needs to find "balance" by acknowledging the strengths overused and redirecting strengths. Some techniques suggested included co-worker ratings (a "5", or whatever top rating is used may indicate overuse of a strength), making a list of qualities I want in a leader and analyzing the list to see if I am overdoing any of them, and checking for "lopsidedness" (by getting feedback) and simply checking with a trusted colleague, counselor or friend or spouse.

"Redirecting Strengths" is the next, and most difficult step, to become more balanced in leadership style.

The article also provides several sources for helping self-analysis.

While I haven't started the through analysis, I have thought of several areas where I need to become more balanced, and the article has already had an effect on my management and relationship style. This is an article I am going to keep and reflect on in the future to measure my progress.