Change in Organizational Processes
Process: inclusive of functions and activities that are integral to achieving the results of an organization. It concerns the day-to-day interaction among those who work in and for the organization. Processes are often elusive and not readily identified or measured.
Emotional Intelligence
• Organizations are now likely to engage more frequently and with intentionality in helping to improve the interpersonal relationships among members of the organization (a focus on “emotional intelligence”).
• Leader must shift: 71%
• Team must shift: 40%
• Executive coaches must shift: 37%
Learning Organization
• Organizations are now likely to engage more frequently and with intentionality in helping to improve the quality of and commitment to ongoing learning among members of the organization (creating a “learning organization”).
• Leader must shift: 63%
• Team must shift: 49%
• Executive coaches must shift: 49%
Changes in Organizational Attitudes and Culture
Attitude/Culture: individual and collective mental and emotional landscape upon which decisions about the organization and its process are navigated. It concerns the foundational behavioral patterns of the organization, as well as the assumptions, beliefs, values and personal aspirations that animate and guide those engaged in the activities of the organization. Attitude (individual) and culture (collective) can’t be directed identified nor measured. They can only be inferred from indirect observations and measures.
Virtual Workplace
• There is greater recognition and acceptance of the virtual way(s) in which this institution now operates (the “workplace” is now often at home or housed in a digital device).
• Leader must shift: 76%
• Team must shift: 50%
• Executive coaches must shift: 38%
Agility
• There is greater recognition and acceptance of the need for flexibility and agility in the way in which this institution now operates (those working in the organization must be more tolerant of volatility, uncertainty, complexity and ambiguity: VUCA).
• Leader must shift: 74%
• Team must shift: 51%
• Executive coaches must shift: 40%
Transitions
• There is greater recognition and acceptance of the need for ongoing transitions in the way in which this institution operates (those working in the institution must be more willing to leave the old behind and embrace the new).
• Leader must shift: 74%
• Team must shift: 57%
• Executive coaches must shift: 51%
Major Findings Regarding Leadership Functioning
• Increasing concern about interpersonal skills and emotional intelligence (process issue)
• All three of the attitude/culture changes are important
• Virtual workplace (the “virtual culture”)
• Agility and flexibility
• Managing transitions
Major Findings Regarding Team Functioning
• Increasing challenge of temporary teams and projects
• Managing transitions (stages of team development)
Major Findings Regarding Executive Coaching Perspectives and Practices
• Challenge of coaching about flattening of organizations (span analysis)
• Challenge of coaching about the management of transitions (Bill Bridges: living and leading in the neutral zone)
Challenging Perspective I
The changes identified in this survey are not new. They have been taking place in many organizations for many years. [Response: yes, they have been taking place for many years—but have been accelerating during the past couple of years as a result of COVID-19, as well as communication-based technological breakthroughs and the accelerating globalization of many businesses.]
Challenging Perspective II
Many of the concepts underlying these descriptions of organizational change (such as VUCA) are not new and have often been overused or mis-interpreted. [Response: these concepts might not be new, but they are still quite relevant – and often have been updated (as is the case with “VUCA-Plus”]
1K Club
