New Track: Bangoriana

I enjoyed doing this. I went for a bit of a groove and just played around a bit. Unfortunately, this kind of repetitive work seems likely to give Emma a seizure, so I’ll be using headphones for this sort of work! I’ll be releasing stuff like this under the moniker The Woodfrog Conspiracy. What I particularly enjoyed in this: Transitions – I was working on a sleight-of-hand principle. Don’t transition to a new groove unless you’ve distracted the listener first. Chording – I didn’t care if things were layered in different keys. If I liked it, it stayed. Surprises – different layers, rhythms, melodies combined in different ways can make patterns emerge that I didn’t expect. I knew this would happen, but it’s always a fun surprise when it does.  I like mixing genres. Who knew. (That’s a really funny joke for anyone who knows me. Really funny. #ADHDBoy) http://soundcloud.com/anthonymccann/bangoriana-1  

FIFA Needs Top To Bottom Overhaul If It Is To Survive

More on this story: http://www.theage.com.au/comment/fifa-needs-toptobottom-overhaul-if-it-is-to-survive-20150604-ghgduy.html “Now that the highest person in FIFA has stepped down, we are left wondering how wide and deep the corruption goes and whether there is any hope of recovery for FIFA. “In his speech before the FIFA Congress last week, held under a dark cloud of bribery and corruption charges against several executive members, Sepp Blatter refused to take full responsibility and defied calls for him to stand down. As head of the organisation, Blatter admitted that ultimate responsibility lay with him, but he was quick to add that there was a need to share the responsibility with executive committee members. In his and the organisation’s defence, Blatter claimed that it was impossible to be responsible for everyone in the organisation, and implored the FIFA “family” to work together to rectify things. “In his resignation as FIFA boss a few days later, Blatter admitted that the organisation required a profound overhaul and deep-rooted structural change. These changes included a smaller FIFA executive body, democratic and transparent election of FIFA executives, shorter terms of office and integrity checks. Not unsurprisingly, Blatter recommended himself as the person to drive FIFA’s transformation and restore public trust. “Was Blatter’s desperate

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.”

Cultural Climate and Culture Change

The core of the work of Hummingbird is that cultural climate is the key driver of behaviour, expectations, analytic frameworks, and quality of relationship within organisations.The most important dimension of an organisational culture might be characterised as its “cultural climate”, or, in shorthand, the personality of an organization. The cultures of organizations differ in the way that each person has a different personality, that is, a dynamic pattern of variation in attitude, behaviour, and social interaction that tends to be consistent over long periods. The better you understand the personality of your organization, the better you will be able to respond to the challenges it faces.To speak of “a cultural climate”, then, is to speak of the dispositional quality of a particular organisational culture, considered in comparison to other organisational cultures or to other times or places within the same organisation. In colloquial terms, the cultural climate of an organisation here means, “what has tended to happen, what tends to happen, and what will tend to happen in a particular organisation (specified by location(s) over a designated time).“Culture change” is the process of actively intervening to change the cultural climate of an organisation, and supporting that process by way of

Thinking About “Culture”

“Culture” can be a very confusing term. People use the term in so many ways. At its most empty and rhetorical, “culture” can be used as a catch-all term to express positivity, and aspiration, without people actually saying what they mean when they use the term. At its most specific, “culture” can mean the everyday details of our lives, down to the clothes we wear and the food we eat. In the spaces in between, the meaning of “culture” tends to rely heavily on the perspective of the person speaking, and on the richness of their imagination or the restrictions of their personal or political agenda. For me, “culture” refers very simply to what has happened, what is happening, and what will happen. This is deliberately broad – it is important to not automatically exclude anything from our understanding of culture as a general concept. This then provides a comparative baseline, against which it is possible to make sense of the diverse meanings and rhetorics of the term. To what extent does someone’s meaning of “culture” diverge from this broad sense of it? Is a particular understanding of “culture” only limited to what has happened, what is happening, and what

Self-care and Enclosure

Self-care isn’t impossible in culturally unsustainable environments of enclosure (difficult, even toxic working environments), but it does tend to be rendered unlikely, unless you make ready, strengthen your sense of presence and resolve, and clarify what’s important to you before entering the arena.  When all around you is swirling, it’s important that you don’t start swirling too. You can go into it convinced that all will be well, that the integrity of your ego and confidence will remain intact. Some people go the other way, actively wanting their personalities to be displaced, dissolved, and reformed, but the consequences of that can be disastrous. People work in difficult environments for all sorts of reasons. Sometimes it’s because they love the buzz, the conflict, and the drive. That stress can get addictive. Sometimes it’s because they feel like they have no option but to, on account of financial necessity. Sometimes it’s out of a sense of family loyalty. Whatever the reason, the most difficult work environments often shroud their cultural unsustainability through high employee turnover. Staying in a difficult environment for a number of years will grind anyone down, even if you rise to the so-called top of the pile. Sometimes it’s as simple as your adrenal system

Response to “Innovate Now: Organize Change Efforts” (USAF)

The original post on culture change can be found here: http://www.patrick.af.mil/news/story.asp?id=123427098 Our response is below: Hi, It’s interesting that you say that “Attempts are made by organizations to include the use of managerial concept initiatives to eliminate unneeded defects and waste. However, more often than not, the initiatives fail to meet expectations, not due to learning new methods, but by not putting them into daily practice. The root cause is the inability to achieve culture change.” In my own culture change work, I have found that putting these sorts of ‘eliminationist’ management approaches into practice tends to be what leads to unhelpful culture change. Being positive is crucial, but if being positive is allied to thinking about culture change primarily in terms of eliminating defects and waste then it is highly likely that the positivity and appreciative inquiry may become rhetoric that increases difficulties, cynicism, disengagement, and the emotional estrangement of the squadron. If a cultural climate shift has not already taken place, sometimes an emphasis on positivity can hide the issues and delay or militate against helpful culture change. It is important that there be a primary focus on qualities of relationship among and between people in the squadron.

Change the Culture of Domestic Violence & Be a “Vehicle for Social Change.” (Sport)

http://thehockeywriters.com/change-the-culture-of-domestic-violence-be-a-vehicle-for-social-change/ “No longer can we hide it or act like it doesn’t exist; there IS a domestic violence problem in professional sports leagues, and further more, a crime issue. Domestic violence, by definition, is a PATTERN of behavior which involves violence or other abuse by one person against another in a domestic context. And as we begin accepting the fact that there is a problem that needs fixed, we face the issue of how… how do we change the culture? How do we educate players and audiences? Better yet… How do we fix the problem, once and for all?” (More)