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Us aL a TIONAL INSTITUTE FOR STAFF-AND ORGANIZA ew DEVELOPMENT, UU siiha® tC Leet
WITH SUPPORT FROM THE W. K. KELLOGG FOUNDATION AND THE SID W. RICHARDSON FOUNDATION.

 

VOLUME XIII, NUMBER 10

#3 INNOVATION ABSTRACTS

    

Longevity and Organizational Climate

Since many of our community colleges are complet-
ing 20 or more years of service, it is important to
remember how longevity can have an impact on the
effectiveness and general well-being of our human and
institutional systems. Dallas County Community
College District is responding to this issue by providing
a team of “in-house” Process Consultants who assist
work groups with renewal, rediscovery, and other
situations resulting from people working together in the
same location for many years.

The basic approach of the Process Consultants is
derived from the following set of ideas and principles
that are shared with each work group:

1. The older we get and the longer we work here, the
more we begin to “value” maturity and the wisdom
of experience as measures of worth to our organiza-
tion. As long as we value these appropriately, but
not inordinately, we will continue to move toward
optimum effectiveness. One side effect of longevity
that deserves attention is the impact it has on work-
group dynamics.

2. The advantage of work-group members being
together for years is that we really know each other
well, there are few secrets, we tend to be more
accepting of each other’s frailties, and we have
learned from and adapted to our respective strengths
and weaknesses. We can also develop a cohesiveness
based on mutual support, predictability, and shared
responsibility. Sometimes, if we are all functioning
effectively as human beings, have good will and
good intentions, and have better than average
communication skills, this scenario will evolve
almost without effort.

This is the same process that occurs in the evolu-
tion of a healthy family system. Even the “unwrit-
ten” family rules of a healthy system seem to benefit
the members. The work group members in a healthy
system also seem to benefit from the group’s “un-
written rules.” While every organization has some
work groups that fit this description, unfortunately
this is probably the exception and not the rule.

3. A more likely scenario of work group evolution is
one that is characterized by the exaggeration, integra-

tion, and perpetuation of resentments, unresolved

conflicts, lack of clarity, stereotyping, and scapegoat-

ing. The sad thing is that this version can develop
even though most of the members have good intentions.

We often hear outsiders describe this kind of work

group as “wonderful individuals, but awful when

they are working on something asa group.” The

“unwritten rules” or covert norms of this group are

obviously detrimental to growth and development

and, in fact, can be destructive.

Depending on the work group’s degree of college-
wide involvement, the total organization may suffer
only minor irritation, or in the extreme case become
mired in a completely negative climate that is beyond
any reasonable attempt to salvage it. Every organiza-
tion also has its share of these groups.

4. The good news is that a work group’s evolution is
certainly not pre-ordained and not even serendipi-
tous (unless we decide to leave it to chance). We have
a great deal of control over what we become, and
when and if we might want to change. The safe-
guard against a work group’s random evolution is
for that group to make an early commitment to
consciously choosing norms and operating assump-
tions. If this early choice was not made, but the
group members still have fairly good relationships,
these norms can be chosen now and a rebuilding
process can begin.

Constructive group norms are positive behaviors that
are collectively accepted and embraced by group
members. They must be articulated clearly and used as
guidelines for the group to monitor its integrity. Some
examples of norms chosen by a work group are:

We will share tasks willingly, do whatever
needs to be done without concern about job
descriptions or roles.

We will have regular staff meetings at-
tended by all and will attempt to make them
enjoyable.

In all of our interactions with each other,
we will demonstrate respect and caring.

We will never criticize each other to exter-
nal persons or groups.

 

 

EDB 348, Austin, Texas 78712

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THE NATIONAL INSTITUTE FOR STAFF AND ORGANIZATIONAL DEVELOPMENT (NISOD)
Community College Leadership Program, The University of Texas at Austin