All For You

Dixon, states the practice of dialogue depends upon the organization having a climate which is open and respectful of individuals and where information is shared, members are free from coercion, and everyone has equal opportunity to challenge the ideas of others. This is exactly the hopes behind the list of ground rules I posted in an earlier post on this blog. 

Recently, I spoke up in a meeting that I was engaged in.  While participating in the meeting, I tried to interject into the meeting my “own truth” in to the dialogue.  On both occasions, the ground rules were violated and I was not able to speak my truth.  Because our climate was suppose to be risk free I made everyone aware of my frustration.  Everyone in the meeting was silent for at least 60 seconds once I made my claim. 

In past meetings, this same scenario would take place and I would have never said a word.  However, we as a group have developed ground rules for the entire department to follow which created the environment for dialogue and I felt comfortable making my claim know by all.  I was acting in an authentic way.  I actually felt like I had developed if you will.  I behaved differently than I had ever behaved before.  Is that development?

Schein states that it is essential that the outsider (the person inquiring about the culture) learn what is really going on.  He says that it requires real entry into and involvement with the organization beyond what questionnaires, surveys, or even individual interviews can provide.  Recently selected individuals were interviewed by a Human Resource Representative.  The interviews were organized for HR to get a better understanding of our culture.   

 This HR representative did not enter into our environment we were actually called away from our environment and taken offsite into another one to be questioned.  It’s funny how the text clearly states that the only way to really get a since of what is going on is to get involved and this is exactly the opposite of what my HR department did. 

 The text also states that the researcher must create a relationship with the organization that permits him or her to become a researcher/consultant to insure that reliable and valid data will be forthcoming.   The selected individuals were pulled away from their office and asked several questions that would hopefully shed light on the culture.  There have been several individuals that have made me aware of the “no tell” policy among the staff.  Employees before me have gone through several culture analysis and the outcomes always pin point certain individuals even though they are assured that the answers are kept secretly. 

 Needless to say I was one of the selected individuals to participate in the research.  I being the new kid on the block went over to give my honest opinions.   I honestly felt like I had something to gain by revealing what I really thought and felt.  Also I felt like if they were not naming names than how on earth could my boss know what I said in the interview.   

 To my disbelief all of my comments came back to bite me in the buttocks.  He was able to quote my comments verbatim.  This was a complete let down.  How could an organization of this magnitude break all “rules”?