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Polaris:TheAdventureBegins 2010CristinaandMelWildermuth Allrightsreserved. ForinformationonthePolarisEngagementWorkshopor tocontacttheauthorspleasevisit www.TheEffectivenessGroup.

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P O L A R I S
The Adventu Beg ure gins

You have achieved success in your field when you dont know whether what youre doing is work or play. Warren Beatty, film actor, 1937

MEET THE AUTHORS


Anexperiencedleader,OD consultant,andsocial networker,Dr.Cris Wildermuthispassionate aboutdevelopingleaders, buildingcommunitiesand connectingpeople. Asanexperienced internationalODconsultant, Dr.Wildermuthhas designedandfacilitatedleadership,team,anddiversity interventionstomajorinternationalorganizations. Dr.WildermuthistheauthorofDiversityTraining, publishedbythenationalAmericanSocietyforTraining andDevelopment(ASTD),hashadarticlespublishedby theJournalofCommercialandIndustrialTrainingandthe T&DMagazine,andfrequentlyspeaksatnationaland internationalconferences.Shehasadoctoratein LeadershipStudiesfromBowlingGreenStateUniversity andwroteherdoctoraldissertationonemployee engagementandpersonality. Dr.Wildermuthhasastrongexpertiseonthetopicsof employeeengagement,thefivefactorsofpersonality, andbuildingleadershipcapacity. 5

Ahighlycreative instructionaldesignerand dynamicspeaker,Mel Wildermuthisthe presidentofThe EffectivenessGroupand thecreativeforcebehind thefirmsthemebased trainingprograms.Mr. Wildermuthspowerful imaginationquickly generatesgames,simulations,andactivitiesdesignedto "makelearningstick." Mr.Wildermuthhadover15yearsofexperienceasa teacherandcollegeinstructorbeforeturninghistalentsto adultlearning.HeobtainedaMastersdegreeinBusiness AdministrationfromBowlingGreenStateUniversityand conductedresearchonthemultipleperceptionsofthe importanceofeducation. AlongwithhispartnerCristina,Melhaswrittenseveral publishedarticlesincluding"The10M'sofEmployee Engagement"(T&DMagazine)and"DecodingLeadership Ethics"(JournalofIndustrialandCommercialTraining). MelisacertifiedRhythmCircleFacilitatorandaMaster TrainerintheFiveFactorModelofpersonality.Hiscurrent writingandresearchinterestsincludetheimpactofthe brainondiversityrelations. 6

TABLE OF CONTENTS
Introduction.....................................................................8 WhatisEngagement?....................................................11 TenMsofEngagement.................................................15 CastofCharacters.........................................................18
ChapterI.....................................................................19 ChapterII....................................................................23 ChapterIII..................................................................26 ChapterIV.................................................................29 ChapterV...................................................................32 ChapterVI..................................................................34 ChapterVII.................................................................36

ReflectionQuestions.....................................................38 QuickEngagementAssessment....................................41 ActionPlan....................................................................45 FacilitatorInstructions...................................................46 MiniWorkshopOutline..................................................48 MiniWorkshopDescription............................................49

INTRODUCTION
Passionispowerful. Passionatepeopletendtotryharder,digdeeper,fighta betterfight.Theydonotgiveupeasily.Theydonothold back.Passionatepeopleplacetheirfullenergytowards achievingtheirgoals. Engagement,energy,andpassionhavemuchincommon. Thereismoretoengagement,however,thanthe appearanceofpassion.Infact,evenindividualswhodo notappeartobepassionateorenergeticmaystillbevery muchengaged.Thereare,afterall,multiplesourcesof passion.Eventhequietestpersonmaybedeeplyinlove withwhatheorshedoes.Anyonecanbeengagedunder therightcircumstances. Thisfableisaboutthosecircumstances.Wewroteitto introduceengagementinalightheartedandeasytoread way. AsyoureadaboutthetrialsandtribulationsofCaptain Mitchellandhiscrew,youwilluncoverkeycomponents andconsequencesofdisengagement.Later,youwillhave theopportunitytoreviewkeymomentsofthefableand connectthemtoyourownworkenvironment.

Youmayreadthisbookletonyourownorwithagroupof colleagues.Wehaveincludedquestionsfordiscussion,a briefselfandteamassessment,andapossiblefacilitation sequence(seetheTableofContentsonpage7).Of course,thoseareonlysuggestions.Youmaywantto createyourownsequenceandyourownquestions, consideringsituationsspecifictoyourworkplace.You mayusethisbookletassimplythebeginningofarich engagementdialog.

Introducing Polaris
Thebrieffableyouareabouttoreadhappensinthe future,over1,000yearsfromnow.CaptainMitchelland hiscrewtravelthroughspacetobecomethefirstsettlers ofthePolarisspacecolony.Thefutureofhumankindisat stake.Asyoureadthecaptainslogs,trytoidentifyall possiblesourcesforthecrewsdisengagement.Isittheir jobs?Theirleader?Themselves? Ofcoursethisstoryisaworkoffictionafableaboutthe dangersofdisengagement.Thereisnothingfictional, however,aboutthekeymessagebehindthefable. Disengagementisdestructivetotheorganization,tothe team,andtotheindividuals.Disengagementmeans spendingmostofourlivesusingonlyafractionofwhowe areandwhatwecanachieve. 9

Mostimportantlyengagementisnotonlythe responsibilityofthefewleadersatthetop.Itisyour responsibility.Morethanthatitisyourright.Never settleforless.

A Starting Point
Takeamomenttoanswerthefollowingquestions.Asyou answereachquestion,consideryourtypicalselfatwork.
Doyoufeelthatwhoyouareandwhatyoudo arecloselyconnected? Areyouproudtotellotherswhatyoudo? Doyouhavetheenergyyouneedtocomplete yourwork? Areyouexcitedtogotowork? Whenatwork,areyouabletofullyfocuson worktasks? Wouldyoucontinuedoingyourjobevenifyou didnotneedtowork?

yes yes yes yes yes yes

no no no no no no

Ifyouansweredyestomostoralloftheabove questions,congratulations!Youareprobablyoneofthe luckyengagedemployees.

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WHAT IS ENGAGEMENT?
Engagementmeansastrongpsychologicalrelationship betweenpersonandwork.Infact,engagedindividuals seldomdifferentiatewhotheyarefromwhattheydo. Instead,workispartoftheseindividualsveryidentity. Asaresultofthisclosepersonworkconnection,engaged individualsdonotworkbecausetheyneedtoworkeven thoughofcourse,mostofusneedtoworkforaliving. Instead,thetrulyengagedindividualsworkbecausethatis whotheyare. Suchcloseconnectionbetweenworkandpersonisoften accompaniedbystrongerthanaveragePASSION, ENERGY,andFOCUS.Inotherwords:Engagedpeople aredeeplyproudofwhattheydo.Suchpridecouldfuel energythekindofenergythatovercomesobstaclesand failuresandabeamlikefocus.Timestandsstillasan engagedpersonconcentratesonhisorherwork.

Engagement is a powerful combination of energy, passion, and focus.


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Understandably,engagementhaslatelybecomea buzzwordamonghumanresourceprofessionalsand businessleaders.Suchinterestisunderstandable.After all,researchershavecorrelatedengagementandvarious desirableorganizationaloutcomesonareassuchas customercommitment,employeeloyalty,productivity, andservice.1 Asyoulearnmoreaboutengagement,consideratimein whichyourenergyisatapeak.Pictureyourselfworking withoutlookingattheclock.Thinkaboutbeingsoinlove withwhatyoudothattherestoftheworldifonlyfor thatmomentceasestoexist.Whatqualityofworkdo youproducethen?Howsuccessfulareyou?

Who is engaged?
ArecentstudybytheconsultingfirmBlessingWhitefound thatapproximately29%oftheU.S.employeesare engaged(http://www.blessingwhite.com).Thisnumber, however,couldbeoptimistic.Afterallsocialdesirability biascouldplagueengagementresearch.

Harter,Schmidt,andHayes(2002)conductedanimportantstudyon theimpactofengagementonvariousorganizationaloutcomes.The studywasentitledBusinessunitlevelrelationshipbetweenemployee satisfaction,employeeengagement,andbusinessoutcomes:Ameta analysisandwaspublishedintheJournalofAppliedPsychology (volume87,pages268279).


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Socialdesirabilitybiasisatendencyofresearch participantstoanswerresearchquestionsinasocially desirableway.Inanutshell,peoplemaynotliketotell others(orthemselves)thattheyarenotengaged.Asa consequence,resultsofengagementstudiescouldbe inflated.Furtherresearchonengagementisneededto investigatetheimpactofsocialdesirabilitybiason engagementresults. Thinkaboutit.Lookaround.Howmanyofyour colleaguesareenergetic,enthusiastic,focused,excited abouttheirwork,andcloselyalignedwithwhattheydo andwheretheydoit?Howmanywouldcontinuedoing whattheydoeveniftheywonthelotterytomorrow? Maybeyouarewonderingifthisisanexaggeration. Maybeyouarethinking,comeon,noonewouldcontinue workingiftheydidnotneedtowork.Interestingly, however,forthetrulyengagedpeople,thisisanobrainer. Ofcoursetheywouldcontinuetoworkeveniftheydidnot needtowork.Theywouldcontinueworkingbecausethey wouldcontinuebreathing.Afterall,forthetrulyengaged, workingandbeingareverycloselyconnected.Forthe trulyengaged,workingisapartofwhotheyare.

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Unfortunately,however,eventhemostengaged employeecanbecomedisengaged.Engagementisnota permanentcondition.Instead,peopletendtovarytheir levelsofengagementovertime.Variousfactors2seemto impactsuchvariations,including: Organizationalculturefactorssuchasleadershipand recognitionpractices,workrelationships,andgeneral feelingsofsafetyatwork. Jobdesignfactorssuchasoneslevelofautonomyat workandonesopportunitiestolearnandgrow. Personalfactorssuchasselfesteem,resilience,and assertiveness. Thus,thefactorsimpactingengagementincludenotonly thejobbuteverythingelsethatsurroundsthejob.There areengagingleaders,engagingenvironments,and engagingcolleagues. Moreover,engagementseemstobecontagious.Ifyou aredisengaged,youcouldbedisengagingothers.

WilliamKahn(1990),aprofessoratBostonUniversity,wrotea pivotalarticleonengagemententitledPsychologicalconditionsof personalengagementanddisengagementatwork.Thearticleisamust readforthoseinterestedinengagementandwaspublishedinthe AcademyofManagementJournal(volume33,pages692724).


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TEN MS OF ENGAGEMENT
The10MsofEngagementareorganizational,job,and personalfactorsthatimpactengagementinthe workplace.AsyoureadthePolarisfablethatfollows,look forcluesindicatingfailureinoneofthefollowing10Ms. MODELstandsforauthenticity,integrity,andstrong values.WhenTHEMODELispresent,individualsfeelthat theyareworkingforsomethingworthwhile.Theintegrity oftheorganizationhelpsenhancethemembersself imageandsenseofworth. METROPOLISstandsforcamaraderie,collaboration,and thefeelingthatworkingatthatorganizationandteamis safeandpleasant.WhenMETROPOLISispresentinthe organization,individualsfeelsupportedandrespectedby thosewithwhomtheywork. MAGNATEsymbolizesrecognition.Whenindividualsare recognizedandrewardedforajobwelldone,theyreceive twomessages:theydidsomethingwellandwhattheydid matterstotheorganization. MODERATIONsymbolizesworklifebalance. EngagementisimpactedbyENERGYandenergycanbe depletedtothepointthatthepersonhasnothingleftto give.Engagementrichorganizationsknowthatboth workandplaymatterandthateventhosewholovetheir workmusttakebreaks. 15

MANAGERhastodowiththeabilitytomanage(or control)onesownwork.Engagedindividualsoftenreveal thattheyareincontroloftheirtimeandofthewayin whichtheyconducttheirjobs. MOONsymbolizeschallengeafarawaygoalthatis reachableandyetdifficult.Engagedindividualsknowthat successrequiresfocusandeffort.Whenindividualsare askedoftheirmostengagingtimes,theyoftentalkabout toughchallenges,ofproudmomentsofachievingwhat seemedimpossible. MIRRORstandsforselfesteem.Engagedindividuals recognizetheirownworth,evenintheabsenceof externalreinforcement. MALLEABILITYhastodowithresilienceandcomfort withchange.Theworldofworkistoughattimes,andwe mustadjusttoconstantchanges.Engagedindividuals findwaystocopewithchangingenvironmentsandroll withthepunchesasneeded. MICROPHONEgivesustheabilitytospeakupwhen needed.TheMICROPHONEmattersbecausenotalways theenvironmentisengaging.Assertiveindividualsare abletomaketheirneedsheardandthusmaychangetheir environmentsforoptimumengagement.

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MATCHmayultimatelybethemostimportantitemto promoteengagement.Engagedindividualshavefound theirnichetheoptimumjob,leader,andwork environmentwheretheycangivetheirall.

As you read the engagement fable, try to identify the impact of each of the 10 Ms of Engagement.

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CAST OF CHARACTERS
Thefollowingarethenames,keyroles,andnationalities oftheseniormembersofCaptainMitchellscrew. Dr.PercivalMitchellcaptain,UnitedStates Dr.DaiyuFangcommunicationdirector,China Dr.AllardJosedoctor,India Dr.BapotoGwalameteorologist,SouthAfrica Dr.MariaSouzafirstofficer,Spain Dr.AtashBahmanchiefnavigator,Iran Dr.ElimuPalmerchiefengineer,Tanzania.

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CHAPTER I
Captain Mitchell's Log: August 3001, Soteria

Weweresenttoestablishanewspacestationbeyondour galaxy.Weweretoldwewerethefutureofmankindthe saviorsouronlyhope.Wearealsothefirstgroupof humanbeingstoflythisdistanceinspace.Wewillbe spendingaverylengthytimeonthisjourney. TheSoteriaisafinecraft,althoughsmall.Thecrewisa strangemixofpeople.Eachmemberhasbeenselected forhisorherexpertiseinspaceexploration.Myofficers seemadequate.Moststayfairlymuchtothemselvesand donotassociateasagroup.IsupposeIcouldexpectas muchfrompeopleofscience.Iamnotcompletelysureof theirabilities,butIhavebeenassuredbySpaceCentral thatthisisagoodsetofindividuals. Dr.DaiyuFangismycommunicationdirector.Sheisa sternwomanfromChinainherlate30s.Ihaveafeeling shewouldrathernotbepartofthistrip.Iheardshe wantedtobefirstofficer,notthecommunicationofficer. Shehadachanceforpromotiontothepositionoffirst officer,butIdidnotthinkshewasready.Dr.Fangis efficientandcompetentbuttooprocedureoriented. Anythingthatgoesbeyondherpreciousrulesisan impossibility.Acaptainshouldbeabletovaryfrom procedureiftheneedarises.Inadditionsheisvery

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headstronganddoesnottakecriticismeasily.Ithinkshe hasawaytogobeforeshecanwearcaptainsbars. Dr.AllardJoseisadoctorfromIndia:asurgeon.Heisa veryreligiousindividualandcanbequiteforceful.Hehas beenonseveraltripsandhasasparklingreputationbutis saidtobeaquietmanandnotsociableatall.Isupposehe shouldgetalongwellwithDr.Fanghetooismeticulous toafault.Ithinkthemanhasaprocesseventofall asleep!Hegoesthroughlifeasifeverythingwerea sicknesstobediagnosed.Ofcourseiftheneeddoesarise fordiagnosisheisexcellentaslongasthesicknessin questionfollowsthemansdarnrules. Dr.BapotoGwalaisthespacemeteorologistfromSouth Africa.Heresanotheronewithaseriouschiponhis shoulder.Infact,Iheardthismanhasbeenonmanytrips butneverseemstobeassignedtothesamecaptain. UnlikeDr.Jose,heseemstorambleawkwardlyfromplace toplace,losingfocuseasily.Ihaveseenhimtrytoassist (orwashetryingtocontrol?)anyonewithwhomhe comesincontact.Tobehonest,themaninfuriatesme. Hetalkstohearhimselftalk,withnoapparentgoalin mind.Heisclearlylessintrovertedthansomeofthe othersbutthenitwouldbeniceifhekepttohimself more!

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Dr.MariaSouzaismyfirstofficerfromSpain.Ilikeher sheisaverynicepersonandfollowsmycommandswell. Outgoingandfriendly,Dr.Souzaconstantlytriesto gatherthecrewforsomepartyorotheroftenwith dismalresults.Iwishotherswereasrespectfulofmy authorityandaswillingtodowhatittakes.Theonething IwishisthatDr.Souzawouldshowmorebackbonewith therestofthecrew.Ifearsheisalittleintimidatedby someoftheothersandoftencomplieswiththeirwishes ratherthanmakeherowndecisions.Thisisherfirstlong voyageasafirstofficer,howeversoIsupposeshewill learn.Atleastthisistheonememberofmycrewshowing somepromise. Dr.AtashBahman,anIranian,isourchiefnavigator.Dr. Bahmanseemstoabhorhischartsheconstantlychecks them,nervouslyinsistingthatthechartsarenotas accurateastheyshouldbe.Talkaboutfinicky.Ifevery chartisnotbackinitsproperplace,hehasanervous breakdown.Isupposeheandthegooddoctorshould worktogetherandgetalongexceptthattheyfight constantly.IsuggestedtoDr.Bahmanthathecannotrely somuchonSpaceCentralorconstantlycheckhis equipment.Eachtimeherunsatesttheequipmenthasto betakenofflineforafewminutesandthatcouldputus inthemiddleofastorm.Ifearthiswillbeaconstant battleduringthetrip.

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ElimuPalmerisourchiefengineerfromTanzania.He thinkstheengineroomishisandprotectsitasthoughit wereamemberofhisfamily.That,Iamgladtosay,isjust whatweneedonthistriptokeepthatradioactivitysafely inharness.IdonotknowmuchmoreaboutPalmer.Heis veryquiet;atraitheshareswithmostoftheothers. However,heisevenmoremysteriousbecausehespends mostofhistimetinkeringintheengineroom. Nowthosearethemajorcrewmembers.Therestofthe staffishereforthepurposeofrunningtheshipand colonizingwhenwereachourdestination.Theyrelyonus tokeepeverythinginorderorrather;Ishouldsaythey relyonme.AslongasIkeepatightleashandholdthem steady,weshouldbeok.Afterall,Idontbelievethese peoplelackincompetence,exactly.Aslongastheylisten tomeanddowhatIsaywewillbeallright.

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CHAPTER II
Mitchell's Log: September 3001, Soteria

ItstartedfasterthanIthoughtitwould. Dr.Souzaishavingproblemsadaptingtothismission. Theofficersareveryprivate,andsheseemstoenjoythe companyofothers.Icanseeitishardonher. Souzaslackofselfconfidenceisofmoreconcerntome.I donotknowifshehastherightstufftobethefirstofficer. Icanseeshehasproblemsmakingdecisions.She constantlyseekstheadviceofothers,obviouslylacking theconfidencetodecideitallonherown.Shealsoinsists oncheckingthemostminutedecisionswithme.Ididnot mindatthestart,butshealwaysseemstobeaskingfor someanswers,directions,whatever. LastweekIfinallyhadenough.IeventoldDr.FangthatI woulddemoteSouzaifshedidntbegintostartacting morelikeafirstofficer.IcanseeImuststartpreparing FangforapossiblechangemaybeIdidmakeamistake afterall.HowcouldSouzahavegottenthisfarwithsuch lackofselfconfidence? Asifthiswerentenough,mychiefnavigatorDr. BahmanconstantlyreliesontheSpaceCentralforall decisionsaboutnavigation.Iamgettingtiredofarguing aboutalltheinstrumentationteststhatheconstantly 23

requests.IknowBahmanhastriedtogopastmy authorityandruntestswithoutmyconsent.Ihave addressedthisissue.Wecannotaffordtobeofflinein theareaofthegalaxycomingup.Stormscanmoveinon usquicklyinthatareaanddisabletheship. Thelastweekhasntbroughtonlydifficultieswith BahmanandSouzawehaveafreshproblem.Wehave notbeenabletocommunicatewithCentralStationfor twodaysnow.Dr.Fang,ourcommunicationsofficer,has offeredmenoquicksolutions.ShefollowsSpaceCentral procedureseachtimebuttheresultshavebeenthesame, nocommunication.NowDr.Fanginsiststhatthe problemlieswiththespaceclouds,butwearenotinthat vicinityasofyet. Pressureisaforeignwordtomostofmycrewand certainlytoDr.Fang.Shegoesabouthermethodical tasksasifnothingwerehappening.Shedoesnotseemto feelthepressureofgettingcommunicationbackonline. ThismakesBahmanevenmoredesperate.IgaveFanga cleardirectivetostopeverythingandfindawaytorepair communicationstonoavail.IthoughtChinesewomen weresupposedtoobey. IndesperationIcalledanemergencymeetingwithmy seniorcrew.ItoldSouzainnouncertaintermstoshape uporshemightloseherposition.IorderedDr.Joseto spendsometimewithherheisadoctor,forcryingout 24

loud.Heshouldknowhowtodealwithdepressed women.Maybeifhespendssometimetalkingtoher thingswillgetbetter. IalsotoldBahmantoworkwithFangonthe communicationsproblem.Twoheadsarebetterthan one.ClearlyDr.Fangcantthinkoutoftheboxand imaginenewsolutionsperhapsBahman,whoissoused tocommunicatingwithSpaceCentral,canbeofhelp. Onemoremonthonestepclosertoourgoal.Ihopewe makeit.SometimesIwonderifthisisevenworthwhile. Maybetheworldleadersoverreacted.Maybethisisan insanetripofunforeseenconsequences.Maybewecould allbebackhomespendingweekendswithourlovedones. Maybe ThereisnoroomfordoubtnowIbrushthesethoughts asideandmoveon.Thetimeformaybeispast.

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CHAPTER III
Captain Mitchell's Log: October 3001, Soteria

AmemberofPalmersstaffhasinformedmethatwewill havetodisposeofsomeradioactivematerialwhenwe reachaplanet.Wecanshootthematerialintoits atmosphere,soasnottopollutespaceitself.Thewaste willburnupintheatmosphereandreallynotharm anything. OfcourseDr.Fangwouldobjectnotprivatelyand respectfullyasDr.Souzamighthave,butloudlyand defiantly.SheclaimsIamgoingagainstprocedure.She accusedmeofbreachingtheagencyscode.AsifIcared. IaskedDr.Bahmantochartacoursetoanearbyplanet andhehasyettotellmeofhischoice.Heactsasthough heisnotsurewhatiscomingupaheadwithoutbeingin touchwithSpaceCentral.Dr.Fangfinallydidgetthe communicationequipmentworkingbutnotbeforeIhad toseparateherandBahmanandsolvepartoftheproblem myself.Twoheadsmadenodifferencewhatsoever. Wearenowinthevicinityofthemajorityofspacestorms withinthispartofthegalaxy.Nowisnotthetimetotest thenavigationequipmentandBahmansskills.Thisisa newship.Ihavebeenassuredthattheequipmentisthe best.Bahman,however,isanothermatter.First,theman isclearlyexhausted.NowonderHeisupdayandnight 26

studyingthechartssentbySpaceCentral.Itoldhimthat heneededabreakandshouldselectanassistanttotakea lookatthechartsonceinawhile.Thatrequestseemsto havebeenignored.IsupposeIshouldadmirethemans tenacitybutIammoreconcernedthanimpressed.Iknow whatexhaustiondoes,andwearestilltooearlyoninthe journey. FinallyIhadtotellBahmanthathemaynothavebeenthe bestchoiceforthismission.Hewasangryandsaidthat heisjealousthatotherpeoplereceivepraiseandhedoes not.HowcanIpraisehim?Healwaysseemstobeunsure ofhissituationandours. AsIwastalkingtoBahman,Dr.Gwalainterruptedour conversation.HesaidthatasChiefMeteorologist,he neededtobeconsulted.Herambledonwithalong speech.Ifoundithardtopayattention.Hedidsay, however,thathewouldworkwithBahmanandIwas gratefulforthat.Infactitwasonetimethatforcedmeto noticeGwala.WithFangsrecentmistakes,Souzas insecurities,andBahmansclearinefficacy,itisquite possiblethatGwalaisallIvegot.Themandoesntlack ambitionheisalsoabletotakecommandofasituation ratherquickly.Ijustdonotlikethewayheisstuckon himself.Heseemstothinkthathecannotmakea mistake.Hewillblameanyonebuthimself.Idontknow whethertogivehimmoreresponsibilityorkeepaclose eyeonhim. 27

Infactthisisthemostexhaustingpieceofthistripfor meIfeelthatImustkeepacloseeyeoneveryone. Noneoftheseniorcrewmembersseemtoknowtheirjobs wellenoughtodothemwithoutme.IndesperationI institutedanewrule:Allcrewmembersmustcomesee meeverytwohoursforafullreport.Itisfrustratingbut clearlynecessary. Onemoremonthbeforewegointodeephibernation afterthestormsarepastandthedangerisover.Icant wait.

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CHAPTER IV
Captain Mitchell's Log: October 3001, Soteria

Nominorsituationnow.Ournavigatorhasdirectedus intoastormofmajorproportions.HesaysGwaladidnot providehimwiththeproperweatherreport. CommunicationwithSpaceCentralistotallygonenow. IpromotedFangandreducedSouzainrank.Fangmay notbethebestwithherreports,butshecanmakea decision.IcouldnotgivecommandtoGwalaorBahman. Neitherhasmuchexperienceandneitheriswillingto takeresponsibilityfortheirmistakes.BesidesGwalais onlyameteorologistandBahmanhasusinabindwithhis lousydirections. Eventhoughthepromotionistemporary,ithascauseda giantproblem. Uponhearingthenews,Dr.Souzaescapedtohercabin.I amtoldshecriedherheartout.IthoughtSpanishwomen screamedandgotmad.Nowwecannotgetheroutofher quartersandshecries.Shewassostablebeforethis.I cannotbelievethereaction.Iunderstandsheisupsetat herdemotionbutIthoughtshemightenjoyeasierduties afterallshewentthroughtoobtainthecrews compliance.Imean,herworkisreallyeasynowachild coulddoit.Withallthestressweareallgoingthrough, whycantshetakeabreak? 29

Dr.Josecomplainsthatheisasurgeon,notapsychiatrist. Hedoesnotwanttoventureoutoftheoperatingroomor hisquarters.Therefore,hehasproventobelittleuseasof nowaswehavehadnoneedforasurgeon. Thementalstress,however,isgettingtoeveryoneand thegooddoctorjustlockshimselfinhisroom.Whydidnt SpaceCentralprovideuswithapsychiatrist? InadditionJoseischallengingmyauthorityonthemost minoritem.Thedoctorisdisgustedbythemusicplayed duringmealshecomplainsthatthelyricsareinsulting.I letallvoteandthecrewvotedtokeepplayingwhatever musictheywant.ItoldDr.Joseheisjustgoingtohaveto tolerateotherstasteinmusicorhecantakehismealsin hiscabin.HeandIgotintoayellingmatchinthehallover this.Icantbelieveit.Weareinthemiddleofastormand notabletocommunicate.Thegooddoctorsconcernin themiddleofallthishastodowithsomestupidmusic lyrics.Whocaresjustcoveryourearsifyoucanttakeit. Inoneofourregularmeetings,Bahmancomplainedonce againthatIdontgivehimenoughrecognition.Imean enoughalready!Recognitionforwhat?Fortakingus straightintoamajorstorm?WhileBahmanwallowsin blamingeveryoneelseforhisincompetence,Gwalais tryingtomovebeyondhisposition.Heisdemandingthat takingcontrolofnavigationunderthesecircumstancesis

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proper,andhewantscompensation.Thestormisa meteorologistsresponsibility. Iwillnottoleratethis.Maybethisiswhyhehasnever beenassignedtothesameshiptwice.Heseemstohave theknacktostabpeopleinthebackandtakechargeat theslightestfalter.Isimplycannottrusttheman.

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CHAPTER V
Captain Mitchell's Log: October 3001, Soteria

Bahmansaysthateverythingisoutofhiscontrol.Of coursethemancanhardlythinkclearlyIamcertainhe hasntsleptforthreedays.Heworksonhischartsand talkstohimself.InthemeantimeheandGwalaareclearly inafightforauthority.Iamtryingtostopit.Iassigned BahmantowaitinhisquartersuntilwehearfromSpace Centralthatconditionsareclear.Thisalsoprovides Gwalawiththechancetoputuporshutup.Iassigned Gwalatoseeifhecanusethechartstolayacourseoutof here.Bahmanisparalyzedanddoesnothinganyway. Souzasdepressionisjustthelaststraw.Souzahasnever talkedtomesinceherdemotionandIknowthatsheisnot fittobeacaptain.Shesimplycouldnothandlethestress. IlikehersheisanicepersonbutIcannotresponsibly putherincommand.Nowsheseemsunabletoperform thesimplestdutiesandremainsstuckinherroom. GwalaisbeginningtospeakwithherfromwhatIhear.I expecthisreasonstobetheworst.Doeshewanttotake overcommand?Ishetryingtogarnersupportagainst myselfandFang? Thewasteisstillnotinspace.IorderedPalmertodoit. Palmersaidhewasaconservationist.Thisisagainsthis principles,hesaid.Itoldhimhisprincipleswouldhaveto 32

stopshortofthisshipinthisstorm.Ifthestormkicksthat materialovertoexposethecrew,Iwouldcertainlythrow hisprinciplesoutintospacealongwithhim.Ofcourseit wasFangsjobtoenforcemyordersbutshejust snickered. Dr.Josehasdestroyedthemusicsysteminthegalley. Nownoonecanlistentomusic. Thecrewisbeginningtopanic.Peoplearecomplaining thattheywereassignedtothistripandreallyhadno intentionofvolunteering.Gwalahasbeguntopickupa followingbystatingthathehaschartedawayoutofhere andbackhome. Dr.Fangcontinuestoargueprocedure.Sheisbelligerent toGwalaandtheyargueconstantly.Shehasgoneafter Joseforbreakingthemusicsystemandhehasretreated totheconfinesofthesickbayandhisquarters.Shehas alsohadargumentswithSouzainanefforttogetthe womantocontributetothevoyageinsomecapacity. Iamthecaptainandwillnotreallymovefromhere.The cloudswillmoveonsoonandwearemuchcloserto hibernationpositionthenallwillbewell.Thisshipcan withstandthesituationforalittlewhilelonger

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CHAPTER VI
Captain Mitchell's Log: October 3001, Soteria

Idonotknowhowmuchlongertoholdoutinthisstorm officersandcrewareallcomplaining.Bahmansaysthat everythingisoutofhiscontrol.Headdsthathehasto contendwithGwalatryingtounderminehisauthority. He,however,isblameless.Themanisincapableofseeing hisownmistakesorfaults.Itisasifhesawhimself throughafilter.Iguessitsthesamefilterheusestoread mapsandleadusintostorms. SpaceCentralcannotsendtheproperchartsandthe instrumentationisnotworkingtoBahmanssatisfaction. ThecommunicationequipmentisdownagainandFangis movingatasnailspace.Sheconstantlyarguesthather responsibilitiesstretchhertimetothelimit.Ofcourse theyallcomplainthatmyregularmeetingsmaketime constraintsworse,butIamreluctanttochangetherules thisisclearlynotacrewthatcanmoveonitsown.They needclosesupervision,whethertheylikeitornot. NowFangisusinghernewlyfoundpowertopesterthe crewfornotfollowingthisorthatpreciousprocedure. Howcanthishelphercorrecttheproblemwiththe communicationequipment? Souza,whomIhavedemotedafterweeksofher indecisions,stillstaysinherroom.Souzawillnevermake 34

ittocaptainItoldFangthat.IthinkGwalamayhave overheard.NowGwalaissayingthatSouzasdepression hasgrownandheisconcernedabouther.Nowthisguyis tryingtobeapsychologist.Sure.Icanreadhimloudand clear. Indeed,Gwalasfollowinghasincreasedsome.People knowthathehasalotofideas,andsomehowseemtobuy intothem.Iguessitmakessenseafterallnooneelse seemstohaveanyideas.Theycaneasilybeledby Gwalasnose. Iambatteningdownthehatchesandremaininghere.The stormwillpassandourinstrumentswillnolongerbe affected.Weareclosetothespacestationandcanreach itwithinthenextfewdaysifwewaitoutthisstormand resetourcourseabit.

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CHAPTER VII
Captain Mitchell's Log: October 3001, Soteria

Thiscouldbealasttransmission.Theshipisnotgoingto makeit.Palmerwassofocusedoncomingupwitha betteralternativefordisposingofthewastethathenever shotthatwasteintospaceasIordered.Nowwehavehad anaccident.Palmerisdead.Partoftheshiphasbeen shutdown.Thathasleftmewithoutapersonwhoreally knowstheenginesandcanusethemproperlytogetus outofthisstormmass. Gwalahasgottentogetheragroupofbulliesandtheyare beginningtomaketrouble.Iamsurehewantstobe captainnow.GwalasRedShirtshaveopenbattlesinthe hallsoftheship.Withcommunicationdownduetothe storm,Icannotsendforanyassistance. IdiscoveredthatGwalahadbeendeceivingBahmanwith informationabouttheinstrumentation.Thiscontributed toBahmansnervouscondition.Ishouldhaveshoved THATguyofftheshiponthefirstday.Inevertrustedhim andtoldFangthat. Fang,ontheotherhand,hasbeenalittlebetter.Nowshe isbeginningtoactlikeafirstofficerandmakedecisions. (Theradioactivespillfinallygotherattention.)Ofcourse FangsimprovementisaccompaniedbySouzas continuingdecline.Shemightbeontheedgeofcausing 36

harmtoherself.Iamatalossastowhattodowithher. Shestilldoesnotcomeoutofhercabin. BahmanandJoseareshutupintheirquarters.Idont knowwhattheyaredoing.Idontcareanymore. Nowwhatanalarm.Someonehasbrokenintothe nuclearfuelareaandhaspressedthedestructionbutton. Thereisnochanceforejectionpodstobeusedinthebrief timeleftwiththisstorm.Souzasvoiceonthe intercomsheseemstobesinginginaforeign language..soundslikeachildsbedtimesong(Lost vocalinput).

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REFLECTION QUESTIONS
Thefollowingarepossiblereflectionordiscussion questionstohelpyouconnectthePolarisfableand engagement. 1. Whatweresomeofthekeyfactorsleadingtothe Soteriadisaster? 2. WhatcouldCaptainMitchellhavedonedifferently? 3. Doesthisstoryremindyouofanyreallife experiences?Ifso,how?

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4. Howdideachcrewmembercontributetothe disengagementoftheteam?
Dr.PercivalMitchell(captain) Dr.DaiyuFang(communicationdirector) Dr.AllardJose(doctor) Dr.BapotoGwala(meteorologist) Dr.MariaSouza(firstofficer) Dr.AtashBahman(chiefnavigator) Dr.ElimuPalmer(chiefengineer)

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5. Identifythe10Msofengagementinthefable:
MODEL(authenticity,integrity) METROPOLIS(camaraderie,collaboration) MAGNATE(recognition) MODERATION(worklifebalance) MANAGER(abilitytocontrolonesownjob) MOON(challenge,learning) MIRROR(selfesteem) MALLEABILITY(resilience,comfortwithchange) MICROPHONE(assertiveness) MATCH(congruencebetweenthepersonandthejob)

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QUICK ENGAGEMENT ASSESSMENT


Howwellareyou,yourteam,andyourorganizationdoingoneachof the10Ms?Considerthefollowingscale: 1=Veryweak,2=Weak,3=Neutral,4=Good,5=Excellent

FourEnvironmentalMs
Model: Integrity,authenticity,strong values Metropolis: Respect,camaraderie, collaboration Magnate: Recognition,celebrationof accomplishments
You Team Organization You Team Organization You Team Organization You 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5

Moderation: Worklifebalance

Team Organization

HowcanyoutakeatleastoneoftheseMsupa notch? 41

ThreePersonalMs
Mirror: Feelingsofselfworthandself esteem Malleability: Flexibility,resilience,comfort withchange Microphone: Assertiveness,open communications
You Team Organization You Team Organization You Team Organization 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5

HowcanyoutakeatleastoneoftheseMsupa notch?

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TwoJobMs
You 1 1 1 1 1 1 2 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 5 5 5

Manager: Abilitytomanageonesownwork

Team Organization

Moon: Challenge,alearning environment

You Team Organization

HowcanyoutakeatleastoneoftheseMsupa notch?

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TheFinalM:TheMatch!
Match: Acloseconnectionbetween person,job,andenvironment
You Team Organization 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5

CanyoudoanythingaboutyourMatch?
Ifyoufeelyouhaveamatchhowcanyoucapitalizeonit?


Ifthereisntamatch,isitpossibleto Adjustresponsibilities? Redividethework? Discuss/negotiatepossiblechangesintheenvironment? Movetoanotherdepartment?

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ACTION PLAN
AcceleratedlearningexpertDaveMayer3saidthat learningiscreation,notconsumption(p.9).Howcan youcreatelearningoutofthecontentsofthisbooklet? Whatcanyoudotoenhanceyourownengagementand thatofyourteammembers?

Meier,D.(2000).Theacceleratedlearninghandbook.NewYork,NY: McGrawHill.

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FACILITATOR INSTRUCTIONS
AccordingtoWilliamKahn4,engagementmeansthe harnessingoforganizationmembersselvestotheirwork roles.Engagedindividualsarefullypsychologically presentatwork,usingalloftheirtalentandenergyto accomplishworktasks.Predictably,researchershave foundcloseconnectionsbetweenengagementand variousdesirableorganizationaloutcomessuchaslow turnover,highproductivity,andstrongcustomerloyalty. Youcanfindabriefexplanationofthemeaningof engagementonpages11through14ofthisbooklet. Polaris:AnEngagementAdventurewasoriginally writtentoaccompanythePolarisEngagementWorkshop. ThePolarisWorkshop5isa4to6hourprogram introducingengagementtoindividualcontributors, teams,orleaders.Youmay,however,wishtousethis fableaspartofyourownengagementinitiativesorasa standalonediscussionstarteronengagement.For instance:
Kahn,W.(1990).Psychologicalconditionsofengagementand disengagementatwork.AcademyofManagementJournal,33(4),692 724. ThePolarisWorkshopisavailableforlicensing.BoththePolaris programandthisbookletmaybecustomizedtobettermeetthe needsofyourorganizationorconsultingpractice.Pleasecontactthe authorsatwww.TheEffectivenessGroup.comforinformation.
5 4

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Askparticipantstoreadthefableacoupleofweeks priortoyourengagementworkshop.Atthebeginning oftheworkshop,askthemtosharetheirreflectionson thequestionsincludedonpages3840. Distributeonebooklettoeachparticipantattheend ofyourengagementworkshop.Acoupleofweeks aftertheworkshopgatherparticipantsforaworking lunchanddiscussthestoryanditsrelationshiptoreal life. Usethefableasastandaloneintroductionto engagement.Sendonebooklettoeachparticipantin advanceanddiscussitscontentsduringamini workshop(consulttheminiworkshopoutlineonpage 48,forapossibletwohouroutline). AsyoudiscussthecontentsofPolaris:TheAdventure Beginswithyourparticipants,focusonthe10Msof Engagement.Theseareorganizational,job,and personalfactorslikelytocontributetoengagement. Abriefintroductiontothe10Msof Engagementisincludedonpage15. AbriefEngagementAssessmentbasedonthe 10Msisincluded0npages4244.

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MINI WORKSHOP OUTLINE



Activity Welcomeparticipants,shareobjectives Discussdefinitionofengagement Shareexamplesofengagingmoments Reviewthe10MsofEngagement Brieflyreviewcontentofstory Groupsorpairsdiscussreflectionquestions Debriefgrouporpairdiscussions Optional:Completetheassessment Debriefassessmentresponses Developactionplans Debrief/shareactionplans Concludingremarks Page 11 1517 1937 3840 4244 45 TOTAL Minutes 5 5 10 10 5 20 20 10 15 5 10 5 120

Optionstoshortentheworkshop: Eliminatetheassessmentoraskpeopletocompleteit ontheirown. Eliminatetheshareexamplesofengagingmoments discussion. Donotsharetheactionplansorusethewritetoself optionexplainedonpage49. Anexplanationofeachactivityisincludednext. 48

MINI WORKSHOP DESCRIPTION


1. TwoweekspriortotheprogramdistributeonePolaris: AnEngagementAdventurebookletperparticipant. Tip:Inordertoencourageeveryonetoreadthe story,youmaywanttoannounceatriviaor jeopardystylegame(withprizes)! 2. Welcomeparticipants,shareobjectives. Thankparticipantsforattendingtheworkshop. Brieflyreviewworkshopdurationand objectives. Tip#1:Shareatentativeoutlinebutask participantstocomeupwiththeirown objectivesandpostthemonaFlipChart. Tip#2:Iftimeisavailable,suggestthat participantssharewhattheyknowabout engagementandwhattheywanttolearnfrom oneanotherduringtheworkshop.

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3. Discussdefinitionofengagement. Say:Engagementmeansastrong psychologicalrelationshipbetweenpersonand work(p.11). Explainthatpeoplewhoareengagedareoften passionateabouttheirwork.Suchpassionis typicallyaccompaniedbyhigherenergyand focusthanaverage. Tip:Asfacilitators,weareusedtotakingthe stage.Silencecanbeuncomfortable,sowe keeptalking.Someparticipants,however especiallythemoreintrovertedand introspectiveonesmayneedsometimeto processinformation.Giveparticipantsafew minutestoreviewontheirownthe explanationsonengagementincludedon pages1112. 4. Shareexamplesofengagingmoments. Dependingonavailabletime,youmaywantto shareexamplesofstrongengagement.Ask participantstosharetheirownexamples. Tip#1:Participantsmayfeeluncomfortable sharingcurrentand/orpersonalexamples. Suggestthattheysharetheirobservationsof otherpeopleorexamplesofpastexperiences.

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Tip#2:Explainthatengagementisnota constantphenomenon.Peoplemayfeelmore orlessengageddependingonthesituation. Tip#3:Peoplemayfinditeasiertoremember momentsofdisengagementespeciallyifyou allowthemtotalkaboutpastexperiences! 5. Reviewthe10MsofEngagement. Explainthatenvironmental,job,andpersonal factorsareconnectedtoengagement. Inviteparticipantstoreviewthe10Msof Engagementincludedonpages1517. Tip#1:CreateaFlipChartpagecontainingthe 10MsofEngagement. 6. Brieflyreviewcontentsofthestory. Ideally,allparticipantswillhavereadthestory inadvanceoftheworkshop.Itmaybehelpful, however,tobrieflyreviewthestorycontents. Tip#1:CreateaFlipChartpagewiththeCast ofCharactersincludedonpage18.

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7. GroupsorpairsofparticipantsdiscussReflection Questions(includedonpages3840). Tip#1:Thetimespentonsmallgrouporpair discussionswillvaryaccordingtogroup preferences.Somegroupsarecomfortable withsuchdiscussions,othersgetrestless faster.Adjustthetimeaccordingly. 8. Debriefgrouporpairdiscussions. Askparticipantstosharekeyfindingsfromthe grouporpairdiscussions. 9. AskparticipantstocompletetheBriefEngagement Assessmentonpages4244. InviteparticipantstocompletetheAssessment individually.Youmaysuggesttoparticipants thattheysharetheirresponsesandinsights gained. Tip#1:Participantsmayfeeluncomfortable sharinginformationontheirownengagement. Helpeasetheirconcernsbysaying:This Assessmentwillnotbecollected.Youmay shareyourresponsesifandasyoufeel comfortable.Youdonotneedtoshowyour responsestoanyoneeitherinoroutsidethis room. 52

Tip#2:Useyourbestjudgment.Participants willingnesstosharetheirinsightwilldependon factorssuchascomfortlevelswithone another,presenceofsupervisorsintheroom, etc. 10. Developactionplans. ReinforceDaveMeiersquote(page45): Learningiscreation,notconsumption.Invite participantstodevelopspecificActionPlansto capitalizeontheirlearning. Allowparticipantstimetojotdowntheir ActionPlanideas. Tip:Iftimeisavailable,inviteparticipantsto shareaportionoftheircommitments(donot makethismandatoryallowparticipantsto shareonlywhattheywishtoshare). Optional:WritetoSelfExerciseProvide participantswithsheetsofpaperand envelopes.Invitethemtowritedowntheir ActionPlanonasheetofpaper,insertthePlan onanenvelope,sealit,andaddressitto themselves.Offertomailtheenvelopesone monthlater.Thisprovidesparticipantswitha powerful(andsimple)followupactivity!

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11. Makeconcludingremarks. Thankparticipantsforcomingtothe workshop. Tip#1:Endingaworkshopwellisextremely important.Afterall,thisisthelastthingyour participantswillremember! Tip#2:Youmaywanttoshareagoodquote onengagement,tellabriefstoryof engagement,orevengiveoutminigiftsor mementoesoftheprogram. Tip#3:Considerpurchasingspacethemed minigifts! 54

THANK Y YOU

Thankyo ouforreadin ngPolaris:T TheAdventu ureBegins! Ifyoulike edthisprogram,youma aybeinterestedinits longerve ersion,desig gnedfora3 6hourwork kshopon engagem ment.Thelo ongerprogra amincludesalively disenga agementsim mulationtha atisuniquely ysuitedfor leadershipdevelopm mentprogram ms.Comple etefacilitato or instructio ons,particip pantmateria als,andapowerpoint presenta ationareava ailableforlic censing. Alternati ively,wewillbehappyt tovisityourorganization n tocondu ucttheshort terorlonger rversionsofPolaris.Visi it www.Th heEffectiven nessGroup.c comforadditional informat tion. 55

TheEffectivenessGroupisaconsultingfirmspecializing inexperientialandthemebasedtrainingand developmentprograms.Wedevelopfromscratch programsforourclientsorrunoneofthemanylively programsalreadydevelopedonthefollowingareas: Leadershipandmanagement Teambuilding Personalityassessments Conversity(connectionsbaseddiversity development) Pleasevisitourwebpage, www.TheEffectivenessGroup.comorcontactthe authorsforadditionalinformation.

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CristinaWildermuth,Ed.D. MelWildermuth,M.B.A. cris@TheEffectivenessGroup.com Mel@TheEffectivenessGroup.com 57

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