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Situation: This national association had a history of poor information sharing. Recent layoffs served to worsen communications. The culture contained anxiety and speculation about job security. Managers were competitive. These cultural issues were affecting the dialogue between departments and morale throughout the organization. Treatment: Phase I. A group of 12 volunteers, including the organization's leader, participated in 2 workshops on Self-Awareness and Interactive Communication Skills. Based on strong positive response and evaluations from the group, the leader requested the rest of the staff to participate in the workshops. Phase II. The training module was offered 2 more times for the staff. Individuals were to sign up for the dates offered, so each group reflected a varying cross-section of staff members. Our role was to facilitate the sessions and develop the training content, which specifically asked individuals to look at their roles in the system, exploring the functions of self-image and self-awareness, and personal responsibility for their contributions to the whole. They also learned techniques to improve communication, emphasizing listening skills, empathy and feedback. Response: Sharing: The majority of the respondants indicated they enjoyed getting to know one another in a more personal way; they enjoyed the forum for sharing about themselves, as well as the opportunity to explore challenges in their workplace. Organizational Profile: The participants identified organizational and intra/inter-departmental strengths, weaknesses and specific communication issues present in their culture. Debriefing: We facilitated a summary meeting where all groups came together to discuss the findings, determine action steps, and establish goals/milestones for ongoing organizational development. Resistance: Some individuals found it difficult to share openly; resulting from the random assignment of participants and the surfacing of a territorial dynamic occurring between managers. Recommendations: Executive Coaching: to explore the dynamic between the leader and his managers, who felt excluded from the decision making process to implement the training. Committee and Task Force Development: to be formed by staff volunteers to take responsibility for challenges and opportunities that surfaced from the training discussions; and to develop and follow through with the solutions. Communications Focused Internal Marketing and Incentive Program: to infuse a positive and motivating message towards change and improving communications within the organization. Responsibilities for implementation would be handled through the interdepartmental relations task force and external resources. Outcome: The organization put an interdepartmental relations task force together to define and implement opportunities to increase interaction between departments; and to increase awareness and support regarding projects/events within each department. The profiling of the organization revealed unmet needs in the area of Human Resources; an H.R. consultant was retained to meet the identified needs. It was also determined that the Association website was being under-utilized as a communication vehicle, so a committee was formed to develop ways to increase the use of the staff intranet. An activities committee was created to increase and capitalize on opportunities to improve organizational communication, both professionally and socially. The training series and subsequent profiling/debriefing served as a catalyst to revisiting earlier conflict management training which had been provided for the managers. Overall, the organization has many strengths, but has continued to benefit from an ongoing communications initiative, which includes attention to the internal marketing and incentive program, periodic training, committee monitoring and executive coaching.
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