Organization HR Design Components vs. Organizational Mental Complexity Index
This model is highly influenced by Bennett’s Intercultural Competence, Kegan and Lahey’s Mental Complexity and Burke-Litwin’s Organization Change Framework
Explanation
The Socialized Organization: Individual is community
Organizations are made up of individuals that are subject to the impact of their social identity. At this stage, individuals take on the norms, beliefs and systems of individuals, teams and organizations they are most exposed to (external sources) (Kegan, 2009). Unaware of own needs and values, thus unaware of the differences in others needs and values.
The Adjusted Individual: Individual is separate but impact(s)ed by community
Individuals within organizations are aware of who they are, independent beings that are highly influenced by their organizational environment. They see differences, but don’t have the language, knowledge and exposure to make changes to self or the system. By building awareness and encouraging reflection, this stage is ruled by cognitive dissonance - where the individual is vs. the individual's aspirational vision. This stage uses reification and “artifacts” to try to solve “problems”, through an individualized lens. Object to the sense of self, subject to systemic perspectives.
The Integrated Climate: System shapes community, individual shapes system
At this stage, individuals reflect enough to gain internal awareness and sense of self that they can widen their perspective to start seeing beyond individual symptoms to the systemic causes. By questioning assumptions, individuals cultivate a macro vision and start taking action by integrating an equity-based perspective into organizational systems and team practices, creating psychological safety. Able to effectively “set” problems and use change levers appropriately. Object to self and system.
Evolving Culture: Accountability and ownership of system and individual to foster wholeness and authentic trust. Creates inclusive adaptable systems, teams, communities and self.
Minority voices are integrated into cultural norms, thus changing the culture, systems and policies in a fluid manner (Pless, 2004). The equity lens is everywhere integrated into individuals, teams, systems but at the same time, it is nowhere. This is because both the system and the individual hold ownership and accountability in the continued adaptation of inclusivity and diversity thus creating an evolving culture. As well, individuals are constantly exploring their identities, roles and external impact, thus embracing the dichotomies of the self and system.
Putting it into action
References:
Bennett, J. M. (2014). Intercultural competence: Vital perspectives for diversity and inclusion. In B. M. Ferdman & B. R. Deane (Eds.), Diversity at work: The practice of inclusion(pp.155 176). San Francisco: Jossey-Bass.
Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523-545. http://dx.doi.org/10.1177/014920639201800306
Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives, 21(4), 34 48. http://dx.doi.org/10.5465/AMP.2007.27895338
Kegan, R., & Lahey, L. L. (2009). Immunity to change: How to overcome it and unlock the potential in yourself and your organization. Boston, MA: Harvard Business School Publishing.
Pless, N., & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54(2), 129-147. https://doi.org/10.1007/s10551 004-9465-8
Scott, K. A., Heathcote, J. M., & Gruman, J. A. (2011). The diverse organization: Finding gold at the end of the rainbow. Human Resource Management, 50(6), 735 755.https://doi.org/10.1002/hrm.20459
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., & Bryan, J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency, Doubleday. Read Chapters 33-37, pp. 235-263
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