This is It... The End.

Crazy.  Hectic.  Busy.  Determined.  Overwhelmed. 

These are all symptoms of a certain epidemic called… the end of the semester.  (And I am definitely feeling all of them!!!!)

However… this is also how an organization can feel when they are getting nowhere.  After meeting with Gary, Reggie, Tim, and Kathy individually, we found that they all want the same thing – to work together in an effort to increase Clemson’s sustainability efforts.  The issue is knowing where to start.

The reason why is unclear – perhaps one of the reasons is because everyone has busy schedules within their own organizations and prioritizing meetings with other organizations on top of established meetings within the organization is too much.

In our plan for Gary, we felt that it was important to state that he should attend already-scheduled meetings.  If he was presenting, his presentation could be added to the formal agenda of the meeting.  He could also simply listen to what others have to say.  Within six months of attending meetings, Gary, Tim, Reggie, and/or Kathy should meet to discuss what is being implemented well and what could be better.  Education about sustainability is important and that should be measured through some capacity.

After the six month meeting, we suggest that Gary continue to meet regularly with the other organizations.  After a year, another “maintenance” meeting should be held to make sure that everyone is headed in the same direction.

Ideally, Gary would be able to eventually have funding in order to help the other organizations with small sustainable projects.  We believe that the committed communication, open dialogue, regular meetings, and maintenance meetings could make this a possibility.

I have enjoyed this project and look forward to presenting Gary our ideas.  Senge’s The Fifth Discipline Fieldbook has helped me look at organizational communication in an understandable and relatable way.

 

 

 

 

 

ashton

Communication is key

Having a clear vision for an organization is extremely important.  However, being clear on the organization’s values, purpose, and goals are equally as important.

In our meetings with Gary, we quickly figured out that he wanted us to help him better communicate with other organizations in order to have a unified approach to sustainability.  We met with Reggie, Tim, and Kathy individually.  Each one is over another organization that has ties to Gary’s organization.

Out of the individual meetings, we found that the answers to our questions were pretty much the same… in the most basic form of the issue, everyone wanted better communication.

Based on Senge’s Strategies for Building Shared Vision,* we came up with a plan to help the organizations prioritize working together and to understand what direction they are headed toward by working together.

VISION – an image of desired future

This includes better communication between the organizations regarding sustainable practices.  This can be achieved through routine meetings.

VALUES – how we expect to travel to where we want to go

There needs to be an open dialogue between the organizations about problems.  A supportive group effort is necessary in eliminating fragmentation and disunity.  Communicating should bring the organizations together; therefore, each individual must consider the others and be supportive of an open, honest dialogue.

PURPOSE – what the organization is here to do

The organizations have come together to work together, break boundaries, and develop a dialogue that revolves around sustainability practices and what it takes to make Clemson a premiere sustainable campus.

GOALS – milestones we expect to reach before too long

At times, communication can be stagnant.  The organizations must remember to prioritize their bond in order to commit to fostering efficient sustainability.

These attainable values/purpose/vision/goals will help Gary and his organization work with the other organizations in furthering Clemson’s sustainability efforts. 

Communication is key!

 

 

 

 

 

ashton

 

 

 

*Shared Vision can be found in The Fifth Discipline Fieldbook

Inquiry + Advocacy

The palette chart*

 

 



Learning how to balance inquiry and advocacy in an organization can be difficult because people within the organization are already advocating and adhering to their current ways while others attempt to inquire and discover other methods; finding the perfect balance of the two can cause serious headaches.

For further explanation on these two words:

Organization leaders as advocates – they must have the ability to create a strong argument that defends their views. 

Organization leaders who incorporate inquiry – they have the wisdom to create groups to come up with new and innovative ideas for the organization.

Together, advocacy and inquiry balance out original ideas and reasoning while appropriately challenging those ideas by creating new ways of thinking.  This is only successfully developed through a certain set of skills.

 

One way to find a balance is through the palette chart, an expansion of Diana McLain Smith’s Inquiry/Advocacy matrix.  It creates a diagram through which people can create a conversation with pairings from each section of the “palette.”

Balancing conversations can be dysfunctional, such as interrogating, withdrawing, or politicking.  Other ways of balancing advocacy and inquiry, however, can be helpful.  For example, explaining, dialogue, clarifying, and sensing can all work together to create a great conversation about the organization and its goals that balances both inquiry and advocacy in a respectful and productive manner.

 

 

 

 

 

ashton

 

*The palette chart can be found in The Fifth Discipline Fieldbook 

Sail the Seven Cs

Creating and maintaining communication is essential to every organization.  It is ideal to have every employee understanding and striving to achieve the organization’s vision.  Senge’s book describes the seven Cs* of mobilizing and sustaining organizations.  We felt it was important to understand how these seven words beginning with the letter “C” can apply to the organization that we are currently working with and consulting.

Capability – this can be achieved by discussing with the whole office to determine everyone’s vision of a sustainable campus as well as the ways to achieve it.  Does everyone understand the organization’s vision and know their roles of achieving the vision?

Commitment – the question to ask is, “How committed are the employees to the sustainable vision?”  To clarify, are the employees within the organization working simply for themselves or are they striving toward the shared vision of the organization as a whole.  Literally, how committed are the employees to their organization?

Contribution – What can the employees (and/or others) do to contribute to the organization’s vision?  Specifically for the organization we are consulting with, contributions to the mission of the organization can include (but is not limited to) a reward system in which employees of the organization are highlighted.

Continuity – establishing relationships with other organizations can help achieve continuity.  Also, routine meetings to help maintain the emphasis on the organization’s goals will help with the continuity of achieving its vision.

Collaboration – routinely highlighting new research and ideas of the employees will allow for collaboration within the organization.  This can be done through physical meetings and newsletters.

Conscience – this can be achieved by reminding employees and others of the ultimate goal of the organization as well as the mission statement.  However, it is still necessary to be considerate of others’ thoughts and needs of the organization.

 

 

 

 

 

ashton

 

*The 7 Cs can be found in The Fifth Discipline Fieldbook

Why the 5 Whys?

A big part of organizational communication is fixing current problems in an organization and creating solutions and systems of communication that will benefit the organization.

A way to address a problem is to ask a simple, one-word question:  "Why?"

A way to dig deeper into the root of the issue is to ask that same simple, one-word question again. And again and again and again.  (See what I did there..? I asked why 5 times...)

There are always issues and motivations behind a problem that are sometimes hidden until you ask the simple question out loud... Why, do you ask?

Because people don't always communicate before a problem occurs.  Start by breaking down the issue.  Then slowly ask "why" at each phase you reach.  Sometimes, hidden solutions may come to light.  You have to understand the problem before you can fix it. 

A very simple (and silly) example of asking the 5 whys may go a little like this:

A little girl lost her shoe.
Why?
Because her shoelaces were untied.
Why?
Because her classmate pulled them.
Why?
Because she received candy and he didn't.
Why?
Because he talked during class.
Why?
Because he wanted attention.

The 5 whys can apply to everyday life as well (to a certain extent). 

Breathe a little and ask why, why, why, why, why?  I mean, why not ask why?

ashton

 

 

 

*The 5 Whys can be found in The Fifth Discipline Fieldbook

The Future Isn't so Far Away

As a senior in college, I am quickly realizing that graduation is increasingly approaching.  My excuse for three years has been, "Oh, I have time, I'll think about that later."  Now, I'm running out of time.  I have to think now. 

There are two very specific things that I must think about now:  1) what type of job do I want to have and 2) what morals/values/work environment do I want to have and uphold in my future job?

For the first question, I have that one figured out - I want to have a job in development and fundraising for a university, hospital, or nonprofit organization that I believe in.  Basically, I want to help others.  I want to feel like my job matters.

The second question was more difficult.  In my organizational communications class, we had to look over a list of values* and slowly filter through until we found the ten most important values to us individually.

My top ten were:
- Decisiveness
- Having a family
- Helping other people
- Honesty
- Integrity
- Meaningful work
- Being around people who are open and honest
- Personal development
- Purity
- Religion/Faith

I then continued by slowly marking of each one off of my list until I had my two most important values:  Meaningful work and religion/faith.  I chose these two as the most important values to me because I feel that by adhering to these values and making them a priority, they will encompass the other values on my list as well.

To break it down:  to me, development for an organization is meaningful work.  It involves raising money for a cause that benefits others and seeks to better others.  Having a job where the work is meaningful and not selfish means that there will be integrity in what I do.  I can further develop myself personally by doing work that takes the focus off of myself and adds the perspectives of others.

Also, I am a Christian.  My religion and faith are very important to me.  As I finished my list of values, I noticed that most of them are values that are incorporated already into my faith.  I feel as if I prioritize my religion on the top of my list, then I will be able to fulfill other values that I listed such as honesty, purity, integrity, helping others, and decisiveness.

Now, I am able to answer two very important questions about my future.  After deciding what values are most important to me in a future job, I am more confident to approach job applications, interviews, and (hopefully!) a future work environment.

ashton

*Exercise and checklist found in The Fifth Discipline Fieldbook

Welcome to My Blog... This is It.

Hello, my name is Ashton and this is my first blog.

To be honest, I have no idea how to blog - but I promise I will try to learn!

On this blog, you will find my thoughts and response to what I am learning about organizational communication.  It will be interesting! Maybe.

Thanks for reading and welcome to my blog!

ashton