W6D1 Respond To Two (2) Colleagues Respond to two (2) Colleagues W6D1 “see attachment for detail instructions”: * 3 – 4 paragraphs per colleagues * N

W6D1 Respond To Two (2) Colleagues Respond to two (2) Colleagues W6D1 “see attachment for detail instructions”:

* 3 – 4 paragraphs per colleagues

* N

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W6D1 Respond To Two (2) Colleagues Respond to two (2) Colleagues W6D1 “see attachment for detail instructions”:

* 3 – 4 paragraphs per colleagues

* No plagiarism

* APA citing

** 48 hours ** 1
Week 6 Discussion 1:

Intervention

Meg Wheatley is an outstanding organizational consultant. Among her major accomplishments include work on Action Learning with the US Army.

View the two clips that feature Meg discussing engagement and conversation.

; (2:28)

(0:54)

Assignment:

Respond

to at least (2) two of your peers’ postings in one or more of the following ways:

· Share an insight about what you learned from having read your peers’ postings and discuss how and why your peer’s posting resonated with you professionally and personally.
· Offer an example from your experience or observation that validates what your peer discussed.
· Offer specific suggestions that will help your peer build upon his or her own virtual communication.
· Offer further assessment or insight that could impact your peer’s future communications.

· 3 – 4 paragraph responses per each colleague

·
No plagiarism

·
APA citing

·
48 hours

1st Colleague – Susan Christmas

Susan Christmas

Week 6 Discussion 1

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This week we have been assigned to watch two YouTube videos by Margaret Wheatley, an organizational consultant, regarding principles for engagement and conversation. We are instructed to discuss which of the ten principles are most significant to us. Unfortunately, the two videos we were assigned only speak of one principle per video and I could not immediately locate the other eight videos. As a result, I will touch on the two principles she mentioned in the two videos.

People Support What They Create

In the first video, Wheatley explains how employees react and become engaged simply by involving them and making them realize their voice is being heard. Wheatley also mentions the importance of involving all the people that have a stake in the issue, not just involving a handful of the people (NDSQueensland, 2007a). There is a Gallup report that shows more than half the workforce is not engaged. It is important for organizations to spend time understanding how to create a culture of engagement (Nardi, 2019). This is significant to me because I have experienced this firsthand, so I know how accurate that statement is. If my employer does not involve me then I am less likely to give 100% effort.

Change Who is in the Conversation

In the second video, Wheatley explains what to do when you find yourself in a conversation that doesn’t seem to be going anywhere except in circles. In these instances, the principle is to invite new people to the conversation so they can bring a new perspective, which also allows for diversity (NDSQueensland, 2007b). This one is also significant to me because I have witnessed conversations where both sides refused to budge on their thoughts and no progress was being made. It certainly seems like a great principle to bring in new perspectives in the hope that the conversation can move forward.
References
Nardi, K. (2019). Employee Engagement Is in Everyday Actions and Behaviors. TD: Talent Development, 73(5), 42-47.
NDSQueensland. (2007a, November 1). 1 People support what they create. [Video]. YouTube.

NDSQueensland. (2007b, November 1). 4 To change the conversation, change who is in it. [Video]. YouTube.

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2nd Colleague – Stephen

Stephen Jarman

Week 6 Discussion – Ten Key Principles for Creating Healthy Community Change

Top of Form
The following are the ten key principles by Meg Wheatley as viewed from a YouTube on 18Sep21:
1. People Support What They Create
2. People Act Responsibly When They Care
3. Conversation Is The Way Human Beings Have Always Thought
4. To Change Conversation, Change Who Is In It
5. Expect Leaders To Come From Anywhere
6. Focusing On What Is Working Gives Us Energy And Creativity
7. The Wisdom Resides Within Us
8. Everything Is A Failure In The Middle
9. Humans Can Handle Anything As Long As We’re Together
10. Generosity, Forgiveness, And Love
(Wheatley, M., 2016).
Meg’s first Principle, People Support What They Create, is the most significant one from her list of keys for creating healthy community change. In my life, and especially in my work-life, this principle has shown itself to work exactly as advertised, but it usually brings about unexpected outcomes – usually positives but not always. Acting as a change agent in the organization where I’m employed, often I am working to change situations through others and my expectations come either through verbal explanations, a conceptual document, a case example, or a proposal. An example is a weekly waste elimination workshop that I’ve organized to include key attendees, a standard agenda for pre-meeting/during-meeting/post-meeting activities, data streams, charts, and action register. The process – weekly wash/rinse/repeat – has been successful over an eight-month period in area X of the business but is slow to get off the ground in area Y. The general framework of the method used is structured, but one or two individuals have stepped up and had ‘owned’ this process in area X by taking charge of the Outlook Calendar invites, the OneNote weekly journal, the inputs of data from PowerBI from which the team analyses occur and leading of the in-session dialogue for identifying the actions they promote as the ones needed to either reduce or eliminate causes of the highest wastes. A dilemma just came up whereby the division director has put a time limit on how long to give the area Y to have the same level of maturity as area X. Held in the balance for this scenario is allowing the team in area Y to create their own processes, but also for myself to nudge them in the right directions. My week is split up between areas X, Y, and a third area Z. On Monday, area Y will get more than its fair share of my time and attention in order to nudge them forward to meet the director’s expectations.
In summary using the above scenario, Meg Wheatley’s first principle is certainly correct but in the face of high ‘D’ managers, other forces must come into play that could be viewed from other principles such as “Everything Is A Failure In The Middle.”
Finally, I like the principle “To Change Conversation, Change Who Is In It” and intend to practice this where it can be helpful, specifically inside the management team where I am employed. I think this principle has meaning along with the following from The Three Laws of Performance:
· First Law of Performance: How people perform correlates to how situations occur to them.
· Leadership Corollary 1: Leaders have a say, and give others a say, in how situations occur.
· Second Law of Performance: How a situation occurs arises in language
· Leadership Corollary 2: Leaders master the conversational environment.
· Third Law of Performance: Future-based language transforms how situations occur to people.
· Leadership Corollary 3: Leaders listen for the future of their organization
(Zaffron, S., & Logan, D., 2019).

References

Wheatley, M. (2016). Ten key principles for creating healthy community. YouTube. Retrieved September 18, 2021, from

.
Zaffron, S., & Logan, D. (2019). The three laws of performance: Rewriting the future of your organization and your life. Read How You Want.
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