Taking A Naval Approach to Culture Change

More on this story: http://www.communitycare.co.uk/2015/06/05/taking-naval-approach-culture-change/ “Achieving culture change is more about getting managers to change the way they behave rather than frontline social workers. This is never an easy task, but lessons can be learnt from the Australian Navy. In 2011 it was ordered to improve leadership at every level following reports detailing inefficient and out-dated practices as well as an alcohol fuelled culture across the service. It’s new chief launched a systematic approach to cultural change, a key element of the programme was peer review: that is asking and telling colleagues if their behaviour had changed.”

Double Listening

I am interested in the coaching possibilities opened up by Winslade and Monk’s mediation technique of “double listening”. Drawing on the work of Michael White, they make note of the “absent but implicit” story of hope that sits alongside the voicing of a story of conflict: “Mediators can give this story of hope for something better a chance if they first of all hear this absent but implicit hope and then begin to inquire into the story that it is a part of. The story may often by subordinate to the story of the outrage and pain, but it perhaps speaks to the person’s better intentions in relation to the other party. If given the chance for expression, these better intentions can give rise to a different story of the future” (Winslade and Monk 2008:10-11). The expression of pain and suffering through remembered events and feelings can become a seed for hopeful reflections, not as a utopian aspiration, but as an awareness of the desire for a more positive experience that the pain and conflict reveal. I think the lessons of this “double listening” are not just relevant to formal mediation, but are also helpful in invitations to transformation more

Reading to inform, inspire, and ignite your exploration of leadership and culture change (Oct 2014)

David Abrams. 1996. The Spell of the Sensuous. New York: Vintage Books. Les Back. 2007. The Art of Listening. Oxford: Berg. Marc Ian Barasch. 2005. Field Notes on the Compassionate Life: A Search for the Soul of Kindness. New York: Rodale. Bernard M. Bass. 1995. “Theory of Transformational Leadership Redux.” Leadership Quarterly 6(4), 463-478. Gregory Bateson. 1973. Steps to an Ecology of Mind. Frogmore, St. Albans: Paladin. Annabel Beerel. 2009. Leadership and Change Management. London: Sage. David Bollier and Silke Helfrich, eds. 2012. The Wealth of the Commons: A World Beyond Market and State. Amherst, MA: Levellers Press. David Bornstein. 2007. How to Change the World: Social Entrepreneurs and the Power of New Ideas. New York: Oxford University Press. Richard E. Boyatzis and A. McKee. 2005. Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion. Boston: Harvard Business School Press. Peter R. Breggin. 1997. The Heart of Being Helpful: Empathy and the Creation of a Healing Presence. New York: Springer Publishing. Brené Brown. 2012. Daring Greatly: how the courage to be vulnerable tranforms the way we live, love, parent, and lead. New York: Gotham Books. Bernard Burnes. Managing Change. Harlow: FT/Prentice Hall. (Most recent edition) Pema Chödrön. 2003. Comfortable with Uncertainty: 108 Teachings on Cultivating Fearlessness and Compassion. Boston: Shambala. Ann