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Charles Hilger

4/29/2013 9:28:34 PM

Imagine that you are an employee of a large organization about to go through a restructuring.
         What information would you like?
Restructuring does not always mean downsizing, however it can be construed as such. In order to alleviate my fear, as well as the fear of others, I would like to know why the organization is considering restructuring, what is going to be restructured, who the restructuring is going to effect, how the restructure will be implemented, and what the time frame will be during the process.
Additionally, even if my department was not be restructured, I would want to know about potential impacts to my processes and staff that could result from the restructuring. If the restructuring is part of a downsizing effort, I would want to know how the organization was going to help facilitate the downsizing. If it involved possible layoffs, I would want to know there plan for assimilating those being laid off into other potential jobs.
         From whom would you prefer to get this information? Why?
Since restructuring or downsizing is usually a major initiative, I would want to get this information from the top of the organization, preferably the CEO or another executive level staff member. I would want this information from the top in order for me to have the ability to ask follow-up questions as well as being able to see what the organizations strategic plan is. My hope would be to hear some type of vision that would allow me buy-in to the change that was being proposed. An effort this large would have to come from the top in order to properly set-up the change for success.
         In what format would you prefer to get it: individually, in a group, through an office memo or email, other?
Obviously, if I could get the information in person, individually, that would be the best methodology since it would afford me the opportunity to ask questions as well as create dialogue. However, most likely the most I could expect in a situation like this is for the CEO or other executive to address the organization, face-to-face, through a town hall forum and/or via video conferencing if necessary. Memo, email, or any other inter-office correspondence would be inappropriate in my opinion due to the high-level nature of the change.
         What would be the best source (media) for you to get this information – consider the range of media from low to high richness? What would be the worst way of getting this information? Why?
As previously mentioned, the best media source would be high-level media richness, which would constitute face-to-face communication, and interactive media if necessary due to distance and other factors (Palmer, Dunford & Akin, 2009). This would allow the CEO or executive the ability to answer questions as well as create buy-in to the staff. Anything short of this would be inappropriate for this type of circumstance.
The absolute worse media methodology would be to utilize an impersonal static media such as flyers, bulletins, or mass email (Palmer, Dunford & Akin, 2009).  These would express a lack of concern and empathy for effected staff by the CEO and executives.
         As a manager of change, how might you use these insights in terms of forming a media communications strategy?
I would ensure that the communications strategy was one that allowed staff to have face-to-face dialogue with the executive staff. I would prepare executives with the type of questions and concerns that they may hear. I would review the message from executives to ensure that the aforementioned questions were answered, as well as an emotional aspect designed to create understanding and buy-in. In addition, I would ensure that there were planned actions designed to alleviate concerns of staff.
References
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.

Respond

RE: Restructuring

Instructor Frankenhauser

4/30/2013 12:13:26 PM

Hi Charles,
As an employee of an organization tasked with developing the executive team to manage strategic change the following represents a potential plan:
1. Establish a vision for the organization. In order to effect change, people need to know where it is they are heading. According to Kotter (1995), “A vision says something that helps clarify the direction in which an organization needs to move.”
2. Develop a plan of action. Members of the executive team must be able to develop a plan and implement it in an effort to feel as though that change is the result of their actions. (Zeira, 1974)
3. Providing relevant training to the executive team with subsequent training of front line managers.
4. Openings the lines of communication.
5. Monitoring progress and adapting plan as necessary.
This outlined plan will assist in the enculturation of a new culture within the organization and ultimately assist with developing the executive team for successful strategic change.

References
Kotter, J. P. (1995, March-April). Leading change: why transformation efforts fail. Harvard Business Review, 59–67.
Zeira, Y. (1974). Training the top management team for planned change. Training and Development Journal, 28 (6), 30–36.

Angel Bednarz

5/1/2013 3:45:51 PM

Imagine that you are an employee of a large organization about to go through a restructuring. Discuss the following issues and respond to at least two of your classmates’ postings.
· What information would you like?
I would like to know the purpose of the restructuring, what factors influenced the decision, who or what group made the decision for restructuring, what alternatives were considered, why those alternatives were discarded, how the restructuring will impact me personally and my department, what improvement is expected from the restructuring, how the restructuring impacts other aspects of the business, who knew about the plan and when, why I found about it when I did, what action is expected of me and by whom, what timeframe is available to complete the action, for what purpose is the additional action (how does it support the restructuring), to whom I report the results, and generally way more information than my “clearance” allows.
· From whom would you prefer to get this information?
Generally speaking, I wouldn’t care from whom this information came, if it was all inclusive.  Since that is likely not to happen, I would prefer to have the information from someone face to face with knowledge of all aspects of the restricting plan.  That person would likely not be my direct supervisor, and maybe not even my plant manager.  I would expect the division president would meet the criteria, but likely not be accessible in this way because of the amount of time and potential geographical logistics of meeting with each and every employee impacted. 
Why?  I would prefer a face to face dialogue so that I can get input from not only the verbal message, but the non-verbal cues of body language and because it would provide the opportunity to pose questions as the information is being presented.
· In what format would you prefer to get it: individually, in a group, through an office memo or email, other?
In a group would be my choice; I would prefer a small but very diverse group because other employees from other departments might be able to contribute information in the form of their questions that will provide clarification to me.  I would like a follow-up written communication about the restructuring; sometimes when an emotional event is presented it is difficult to pay attention to everything that is being said.
· What would be the best source (media) for you to get this information – consider the range of media from low to high richness?
I would prefer a high richness media, such as a face to face presentation in a small but diverse group for the initial announcement.  Follow-up information could be video updates and eventually progressing to newsletter or e-mail.
What would be the worst way of getting this information? To get the initial announcement of a restructuring in a low-richness media such as e-mail or telephone would be the worst method.  Why?  It is completely impersonal and would lead me to believe that management believes the information is not important to me or that I am not important to the organization.
· As a manager of change, how might you use these insights in terms of forming a media communications strategy?
Because the organization is a large one, I would first consider how to reach the entire organization at the same time, but disseminating through the ranking order.  As CEO I would convey information to the Presidents and Vice Presidents of divisions with the intent of ensuring the vision for the restructuring is conveyed as well as the actions expected of them with a timeframe for implementation.
References:
 
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill. ISBN: 978-0-07-340499-8

Instructor Frankenhauser

5/2/2013 7:31:59 AM

Hi Angel,
Thank you for an insightful response. Organizations that treat employees as valuable members of the organization with expertise to contribute to their growth will be more successful than organizations that foster a culture of distrust, no downward or upward communication, and does not allow for contribution. No one enjoys working for a dictatorship; however, even if your company is a company that controls its employees closely, there are still ways to get an employee involved such as giving them more responsibility, allowing them to make suggestions, and actually listening to their employees. For some organizations this is a norm for others this is a wish list for employees. I have worked for both types of organizations before and I can say hands down that I have been more motivated at organizations that treated me as an valued employee versus a company who believed blind allegiance from its employees.

Cameron Willkomm

5/1/2013 11:53:17 PM

Imagine that you are an employee of a large organization about to go through a restructuring.
· What information would you like?
As an employee of an organization that is going through restructuring, I would like to know why it is happening. I have been a part of organizational changes before, and I would not consider those change successful. I have found that full disclosure, or at least something close to it, would be the best way to get this information across. When organizations fail to communicate, rumors arise. This results in a feeling of uncertainty amongst the whole organization.
· From whom would you prefer to get this information? Why?
Based on personal experience, I would like to get information from my direct manager. I have received information about change from executives in organizations and it felt very impersonal. Having information given to you from someone that you work with directly on a daily basis would be more effective for me. The only issue I have with this is that the information directly from manager’s may not be completely accurate compared to what is coming from executives.
· In what format would you prefer to get it: individually, in a group, through an office memo or email, other?
I would prefer to get information in person with a group. If it is a large organizational change, I believe this would be the most effective way. An email, individually, or through a memo would just create a stir in the workplace. If everyone is together and the change is addressed, all employees would take it in together.
· What would be the best source (media) for you to get this information – consider the range of media from low to high richness? What would be the worst way of getting this information? Why?
The best way to get information would be through face-to-face presence. “Difficult management problems are best dealt with using media-rich communication sources such as face-to-face meetings” (Palmer, Dunford, Akin, 2009, p. 308). Communicating the change this way would be media high in richness. The worst way to get information would have to be anything low in richness. Impersonal news and information can make employees feel unimportant.
· As a manager of change, how might you use these insights in terms of forming a media communications strategy?
I would make sure that large changes in an organization would be issued with face-to-face interaction. It is important for organizational figures to show face when changes are going to affect employees. When executives and upper management are impersonal, issues will arise. Rumors can be started and employees may feel disposable.
 
Reference:
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.

Instructor Frankenhauser

5/2/2013 7:32:28 AM

Hi Cameron,
It is so important how a message is delivered, because it can determine how things can be perceived. If a manager brings a message/directive to their team in a supporting and guiding way then the team can be more likely to accept the new responsibilities. If the message is in a demanding way, then the teams buy-in will not be so high.

Toxic Handlers

Charles Hilger

4/29/2013 8:50:29 PM

According to Frost and Robinson, the term “toxic handler” refers to an individual who helps diminish the painful process of change for others through lending help or a way for those that are struggling to vent their frustrations (Palmer, Dunford & Akin, 2009).
Have you ever been or observed a toxic handler? If so, compose your discussion around these questions:
         How did this emerge?
First let me say that managers, specifically first line supervisors, are in a sense a toxic handler on a daily basis. In my opinion, one of the most difficult positions within management is the first line supervisor. The first line supervisor must implement and support decisions that are made above while balancing the concerns and fears, through empathy, of the staff that they manage. The first line supervisor is continuously in the role of toxic handler.
In addition, supervisors should always be shielding their employees from the actions that happen above them that can cause distress and concern by line employees. It is the supervisor’s job to present change in a positive light while at the same time listening to concerns and problems from an empathetic viewpoint.
There have been numerous occasions where I found myself in the role of a toxic handler, many while serving as a police sergeant. Many police departments will make changes whenever there is new staff at the executive level. This happens usually due to elections that result in new appointments by mayors or governors etc.
The aforementioned was the case while I was working as a sector sergeant in one of our patrol districts. We had recently had a mayoral election that created a ripple effect of new appointments, to include a new police chief. The new chief then made appointments of his own promoting several new captains and deputy chiefs. The chief, who had been a chief back east, began to implement changes that were foreign to our department. Many of the changes were in stark contrast to the beliefs of the police men and women that had been serving the community for years.
In addition, some of the changes appeared, from the rank-and-file, as an effort to create better numbers in the community in reference to crime, to include a reduction in crime and the reporting of solved crimes. The chief had come in and reclassified many of the crimes so that they were reported differently. To the officers and mid-level management, it was just a way for the chief to fudge the numbers in order to create the appearance of a reduction in crime.
These changes created a ripple effect among the officers who started to question the integrity of the chief, as well as the entire administration.
         How long did it last?
The changes lasted for a couple of year before they reverted to how they were previously. This did not occur until managers came forward and expressed their concerns with the reclassification of crimes, as well as the liabilities of reporting numbers that had been skewed.
         What were your/their greatest challenges?
The biggest challenge for me as a sergeant and first line supervisor was to keep the officers focused on why we were there and not on all of the changes that we had no control over. I listened empathetically showing them how we still had a responsibility to those we served and that the changes, such as the one presented above, did not diminish that.
What really helped during the chief’s tenure was the reminder to my officers that we had a higher purpose, and that none of that had changed our purpose and higher calling. I reminded them of why we became officers in the first place, and let them know that had not changed.
         How did you/they manage the burnout factor?
Burnout is always a risk with those that are passionate and are highly motivated. The key to managing burnout is to be aware of the signs of burnout, and to ensure that staff creates work life balance. This can be accomplished through team building and other ways to create a well-rounded environment. In this case, I watched over my officers closely looking for signs of burnout, as I do with my current staff since we are in a high speed environment that is surrounded by constant change.
References
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.
 

Respond

RE: Toxic Handlers

Instructor Frankenhauser

5/1/2013 6:44:44 AM

Hi Charles,
Thank you for your example. Past consulting experiences has provided me with experience dealing with toxic handlers. I like to refer to these individuals as gate keepers. They provide a valuable service during the change process, especially with police mergers. The vast majority of issues can be managed with the dissemination of accurate and positive information. For example, I would task the gate keepers with keeping me informed of any rumors concerning the change. I could then use this knowledge to communicate accurate information or provide information detailing the positive aspects of the change through the gate keeper.

Scott Richardson

5/1/2013 10:14:28 PM

         How did this emerge?
I have the privilege of being a company officer for a mid-size urban/suburban fire department. As a company officer (lieutenant) I have managed a 46-member technical rescue team. These technical rescuers are the special operation firefighters, the go-getters of the department. Along with their high expectations of themselves, they have high expectations of those above them as well. This means that someone has to be the gate keeper and manage information. We recently found out that we may (yet again) merge with another fire district. As you can imagine, the rumors are flying around the fire stations. Someone has to step up and clarify the information and balance the well-being of the team.
In 2009 we merged with a smaller fire department and went from ten stations to seventeen. The currently proposed merger could bring our department to 28 stations. Although there are similarities in how the fire service does business, this would be like merging State Patrol with the County Sheriffs. For example, we are a fire-based transport system where all of our firefighters are either EMT’s or paramedics. The other department has EMT’s but does not transport their patients, rather a private ambulance service does. We practice aggressive interior fire attack to save savable lives and property while the other department practices exterior firefighting almost exclusively. Suffice it to say we are as culturally different as the New York City Fire Department and a mid-size, all volunteer fire department. This is not bad, simply different.
         How long did it last?
This is a process, as a manager, meaning it is a continuous process. To be an effective leader, in my opinion, one must constantly seek opportunities to deal with these situations to ensure they do not become overly toxic. If the rumor mill gets out of control it is exceedingly difficult to change course. Although specific conflicts may come and go, the basic premise of this process is continuous.
         What were your/their greatest challenges?
My greatest challenges are to keep everyone positive regarding change. Regionalization is a fact of life in emergency services due to budget constraints, hiring challenges, and other factors. Accurate, timely information is critical to keeping positive momentum. That accuracy and timeliness is a two-way street. This means information must flow in both directions in an efficient manner to accomplish the objective.
         How did you/they manage the burnout factor?
The best way to manage the burnout factor is to understand ones people. Situational awareness of my people, their personalities, their motivations (and de-motivators) is one component. We spend 48-hours at a time together (a third of the calendar year). I know the names of the spouses and children of all my team members. Three of my members had babies within the last year. I know what they like to do on their off time. Most importantly, we discuss the importance of a job/non-job life. It is important for the members of the team to be able to detach from horrific events. For example, we recently responded to a man that missed an exit ramp in his pickup and flew 100 feet in the air and hit a hill head-on. We had to extricate the body for the police and coroner. We always do a “tailboard critique” following an event like this to ensure we vent about these types of incidents. For us, this example puts in perspective what is important.  

Respond

RE: Week 5, Discussion 2

Instructor Frankenhauser

5/2/2013 7:33:11 AM

Hi Scott,
Thank you for your comments. Toxic handlers have to maintain decorum to those that work in the same vicinity. After a period, it may become, as stated, a bigger challenge. I do not see much advertisement in skill sets that include this talent. How do you think this type of behavior should be rewarded or compensated? Is there a way to appropriately measure this? What are your thoughts?

Iman Mashaal

5/2/2013 4:27:54 AM

 
Have you ever been or observed a toxic handler? If so, compose your discussion around these questions:
· How did this emerge?
· How long did it last?
· What were your/their greatest challenges?
· How did you/they manage the burnout factor?
In my current position, I took it upon myself to act as a toxic handler when I saw a problem with turnover.  The school hires English language teachers, Arabic language teachers and one full-time substitute to cover for any teachers who are absent.  As substitutes were hired, I observed that they would stay as long as two weeks and would decide that they no longer wanted to continue working.  They would quickly disappear.  Four new substitute teachers in a row left that way.  For all of the substitute teachers, they initiated leaving the school and left willingly. 
I could hear conversations between teachers of how long they thought every new one would last.  The position of the substitute teacher was a tough one because the substitute teacher is the odd teacher in the group and does not have a set position or very clear guidelines about what to do.  In addition, in the early days after being hired, the teacher is often tested by the group and treated like an outsider.  Oftentimes, when the substitute enters a class to observe and learn about each teacher’s style, the substitute is treated like she is unwanted or an annoyance in the classroom.  The result is that the teacher quickly files her resignation.
After watching 4 teachers get hired and leave, I thought I would step in when the 5th one needed someone to talk to and was considering resignation.  After all the teachers left at the end of the day, the teacher who was clearly down, approached me and wanted to talk about the work environment, culture and system.  She complained about the other teachers, the system and that she felt like she was going to quit.  I knew she was ready to leave like the others.  I talked to her for some time about her goals and reminded her that she was not going to work to be liked, but to make money and gain experience.  We discussed techniques of adjusting and being patient with the new environment.  We also talked about how she could succeed at work.  It was not one conversation, but a number of conversations we had every time she felt frustrated that made the difference.   
I felt like I was in the position of a mentor.  I gave her advice about how to do her work, a strategy to employ, and told her to stay strong and ignore comments and negativity she heard.   She still comes to me for support every so often but also has remained in the position for most of the year.  It was a personal challenge for me to keep her on board.  Having a substitute there meant less pressure on teachers who needed a day off.  While it was not my position to help her adjust to the change and find a way to keep her at the organization, it helped everyone.  To solve the problem with the new substitutes leaving, I expressed the need for a mentor for new employees, especially new substitutes who have less structure, supervision and have to deal with covering various classrooms while trying to understand the different styles of the teachers.    
I have enough on my plate at work because in addition to my formal position as a teacher, I’m a full-time editor too.  Dealing with other problems that arise to keep the organization running smoothly is really not my job, but a part of me feels compelled to help, because I know I can.  When I feel like being a toxic handler is overwhelming, I just spend less time doing it. 

Mark Swanson

5/2/2013 9:41:11 AM

Palmer, Dunford, and Akin (2009) describe a toxic handler as “people whose skills extend to helping others deal with the organizational pain that can be associated with change” (p.330).  I did not know the term before but I have been a toxic handler at different times throughout my career.
How did this emerge?

 
When I worked in California, my facility was purchased as a division of Konica, bringing in a new Vice President/General Manager.  His style at best was to yell, bully, and just plain intimidate people.  I could write a novel on his abusive management style. His dictatorship style of implementing changes at the facility were all one sided with little interaction.  My position as the director of production was to run interference, work behind the scenes to make the changes work, and generally helped the staff stay productive and reassured.  I had a long-term loyal staff that would do anything for me even if they disagreed with the new management.

How long did it last?

I’m not really sure how long it lasted.  I handled that position for another year and a half.  As I’ll mention below, I eventually left the company.

What were your/their greatest challenges?

My main challenges were keeping the production requirements meet, helping people understand the changes, and keeping myself focused.  The business demands did not stop and coordinating changes, deadlines while keeping my staff involved and happy was the first priority.  There was ongoing two-way communication and I had to keep our message in a positive light.  The hardest part for me was handling this hostile environment.  I would have loved to have a toxic handler for myself.

How did you/they manage the burnout factor?

As mention, I did leave the company as the light at the end of the tunnel seemed dim at best.  I knew what I had to do not only for myself but for the people who counted on me.  I also used outside stress relief.  Not bringing my work home, playing golf, enjoying activities with my family, were just a few of the things I would do to avoid burnout.  It was a tremendous strain and I felt the world come off of my shoulders when I decided to move on.
Reference:
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.