Canadian HR Reporter

CANADIAN HR REPORTER October 16, 2017 12 EXECUTIVE SERIES Available Risk-Free for 30 Days Order online: www.carswell.com Call Toll-Free: 1-800-387-5164 In Toronto: 416-609-3800 Has your workplace met all requirements under the new Bill 132? New Edition Pocket Ontario OH&S Act & Regulations 2017 – Consolidated Edition © 2017 Thomson Reuters Canada Limited 00243CP-A86353-CM Your peers rely on this best-selling pocket resource for invaluable guidance on workplace safety law. From preparing job hazard analyses and creating safety training programs to developing anti-harassment policies and performing violence risk assessments – the new 2017 edition of this best-selling resource will help your organization meet all your OHSA obligations, including the new requirements under Bill 132. To see what's new, go to www.carswell.com/pocket-ohs eBook available for web browser or download to your desktop, laptop, iPad or Android tablet.* Learn more at carswell.com/proview *eBook not available to trade bookstores, third-party distributors, academic institutions, and students. Order # 987844-65201 $23.95 Softcover approx. 1080 pages March 2017 978-0-7798-7844-4 Also available in French. Call for details. Also available Large format edition with tabs Order # 987846-65201 $23.95 Softcover approx. 780 pages March 2017 978-0-7798-7846-8 Also available Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes Is creating a 'culture of innovation' just another business mantra? Creating a "culture of innovation" and driving growth appears to be today's business guru mantra. However, it may not be a cure-all answer. Atul Dighe, research leader at Gartner (formerly CEB), revealed his recent 100-company-plus survey findings at SCNetwork's recent event. e objective was to validate if an innovative cul- ture truly impacts an organiza- tion's ability to win in the market- place. e compelling conclusion? "Stop trying to create the culture, change the climate." e outcome raises an interest- ing question. Can leaders change the organizational climate with- out understanding how the un- derlying organizational culture will aid or inhibit any change initiatives? Many researchers such as Bowditch & Buono or Forehand & Gilmer have studied the concept of organizational climate since the 1940s and all agree that cer- tain characteristics differentiate organizational climate from orga- nizational culture: Climate refers to the "feeling/atmosphere" of an organization; it reflects people's perception about the organiza- tion; and it serves as a major force in influencing people's behaviour. Alternatively, Edgar Schein, an expert on organizational culture and leadership, offers his perspec- tive about organizational culture: "A culture can evolve only out of mutual experience and shared learning." It's a perspective that essentially calls for leaders to first know and understand how their organizational culture will sup- port or hinder any strategy to change the climate. So let's take a look at what that exercise might involve. For in- stance, if your organizational cli- mate is one where people feel they cannot speak up freely, or raise questions and challenges about their work or direction of the or- ganization, or are afraid to make mistakes, the level of distrust far outweighs any capacity for positive change, never mind innovation. When people feel they are giv- ing more than they are receiv- ing, or feel talked down to, they become anxious, disrespected, humiliated and distrustful. e question for leaders then becomes "What or how are our organiza- tion's core beliefs and values sup- porting that behaviour?" They may also want to ask, "What is it about our organizational process- es and policies that reinforce that behaviour?" Another question might also be "How do our organizational processes and policies impact people's behaviour?" Too many times, I observe lead- ers with the best intentions limit- ing people's ability to deliver any great new ideas because there is no established strategy for provid- ing important internal support. A second limitation I continue to see is the overwhelming focus by leaders on task achievement versus taking the time to involve people so they understand the di- rection of the company and how to be a part of creating future success. People need to feel they are being genuinely acknowledged, heard, appreciated, respected and supported in achieving mutually agreed-upon goals and objectives. It's imperative in today's VUCA (volatile, uncertain, complex and ambiguous) workplaces for lead- ers to ignite leadership in others; to connect, coach, mentor and develop their people and their teams. When leaders reduce fear and stress by raising and handling difficult issues openly, and when they listen deeply to seek and un- derstand people's viewpoints and ideas, collaboration and coopera- tion increase. When leaders remain open and curious, when they ask questions that elevates people's thinking and turn mistakes into "key learning moments," people start thinking about how they can do their jobs better. All of these practices call for a shift in leaders' conversations and facilitate higher levels of trust and creativity that leads to a healthy "climate," which leads to quality cultures and builds thriving, pro- ductive workplaces. Trish Maguire is a commentator for SCNetwork on leadership in ac- tion and founding principal of Syn- ergyx Solutions in Nobleton, Ont., focused on high-potential leadership development coaching. She has held senior leadership roles in HR and organizational development in edu- cation, manufacturing and entrepre- neurial firms. She can be reached at synergyx@sympatico.ca. Trish Maguire Leadership In Action suggestions for new ways of work- ing, consistently pursue ideas that disrupt the status quo, emphasize the values of learning, and consis- tently communicate importance of innovation, said Dighe. Some employers learned this years ago, to their benefit. India's Tata, for example, has implemented Innovista — a tac- tical, companywide exercise per- formed annually to celebrate and reward innovators and those who "dared to try," he said. Founded 15 years ago, the academy award-style event works because it is peer-nominated, ex- ternally validated and includes C- level participation. Over time, this climate change helped shift the company's culture further along the innovation spectrum. "When we shape the climate over time, we can see the outputs that we're all after around innova- tion," said Dighe. "Over time, we can shape the culture about how our people want to stay longer and work harder and be more committed to organizations, and ideally will produce the outcomes that we all feel are necessary to solve the big- gest challenges." INNOVATION < pg. 8 Shaping climate

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