New Colleagues LO23184

Richard Charles Holloway (learnshops@thresholds.com)
Wed, 10 Nov 1999 20:32:11 -0800

Replying to LO23166 --

Ragnar,

I spent a number of years with a primary responsibility for integrating
"newbies" into the the organization. I think the formal term was
"inculcating the culture." Here are some thoughts:

Roadblocks to successfully integrating newbies were:

1. When the walk looks different than the talk

It doesn't take newbies as long to realize the difference between the
nice, warm and fuzzy mission, values and vision statements that
organizations flaunt (especially in their recruiting literature) and the
way people actually behave. the consequences of this discovery are
manifested in employee cynicism; high resistance to change; low tolerance
for more new nice, warm and fuzzy words.

2. When no one can make a decision...except about not making decisions

This manifests itself in the "passing the buck" syndrome. it's especially
difficult for newbies to pick this one up right away, because it's a
learned behavior from working in organizations where there's safety in
avoiding initiative and accountability.

3. When the only people who disliked coming to the workplace more than
the employees were the customers.

The amazing thing is that this doesn't just describe government
institutions...there are actually enterprises out there that exhibit this
characteristic. the other 2 amazing things about this to me are that
people actually continue to (a) work there and (b) shop or receive service
there.

Defining acceptable performance and behavior can be a real challenge in a
small business. I agree with you that making it explicit is important to
successfully integrating new people into the organization.

Some of the questions that new people walk in with (and have difficulty
asking sometimes) include:

How do I know when I'm successful?
What are the non-discussables?
Who are the gate keepers to knowledge?
What are the real values in the organization?
Who is dangerous...and who can be trusted?
What are the consequences of poor performance and bad behavior?
What does appropriate behavior mean?
How does a newbie get ahead?
Is there a fast-track to career progression?

Mentors and coaches are two wonderful instruments for inculcating the
culture...and integrating people into an organization. And they're so
much more effective than a manual.

good luck!

------------------
"We must have a pure, honest and warm-hearted motivation, and on top of
that, determination, optimism, hope, and the ability not to be discouraged.
The whole of humanity depends on this motivation." -The 14th Dalai Lama

Richard Charles Holloway -
P.O. Box 2361, Olympia, WA 98507 USA Telephone 253.539.4014 or 206.568.7730
Thresholds <http://www.thresholds.com>
Meeting Masters <http://www.thresholds.com/masters.html

-- 

"Richard Charles Holloway" <learnshops@thresholds.com>

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