Members in a bureaucratic organization often can’t influence what affects their performance, even though they’re being held accountable for the results.
Newport Coast, CA (PRWEB) October 29, 2012
Kilmann Diagnostics (KD) provides a series of recorded online courses that rely on state-of-the-art assessment tools. These self-report instruments enable participants to become more aware of their own as well as other people's behavior—as demonstrated by the Thomas-Kilmann Conflict Mode Instrument (TKI). This enhanced awareness then propels greater personal and organizational success.
KD now offers an additional assessment tool in its product line: the Kilmann-Covin Organizational Influence Survey, which is co-authored with Dr. Teresa Joyce Covin. As expressed by Dr. Ralph Kilmann, the CEO of Kilmann Diagnostics: “Employees in most organizations, particularly at the non-supervisory levels, usually can’t influence what directly affects their performance, even though they’re being held fully accountable for the results. This leads to a very frustrating and, ultimately, self-defeating situation. Alternatively, to establish a truly adaptive and successful organization, it’s essential that members are able to influence much more of what goes on in their own immediate work unit as well as the strategy, structure, and reward systems that guide their behavior. Organizational influence is a two-way exchange: Organizations cannot accomplish their goals if they can't influence their members to do the right things. And the members, of course, cannot do the right things—and satisfy their needs in the process—if they can't influence what goes on in their organizations."
Rather than trying to guess whether employees and their organization have the most effective balance of influence, the Kilmann-Covin Organizational Influence Survey measures what employees need to influence—less or more than they do now—so they can improve their performance and satisfaction.
Conveniently, what is subject to influence in an organization can be defined by two basic distinctions: (1) formal versus informal aspects of the organization that function (2) inside and outside every work group. These two key distinctions combine to yield four major influence domains:
1. Formal-Outside includes documents and systems that affect the whole organization: strategic goals, departmental structures, the allocation of resources, and the reward system.
2. Formal-Inside considers how these organization-wide documents and systems are formulated into detailed work-group objectives, priorities, budgets, schedules, and job assignments, as well as how the procedures for the reward system are determined and used inside the group.
3. Informal-Outside includes those organization-wide aspects that pertain to team spirit, cooperation, attitudes about risk taking, willingness to challenge ideas, information sharing, and mutual respect—beyond the jurisdiction of any group or department (for example, the organization's culture).
4. Informal-Inside includes how the work group manages the social and psychological aspects of its functioning by considering the amount of sharing, cooperation, mutual respect, and risk taking that occurs among coworkers in the same work group.
Once a work group (or the whole organization) is assessed for its relative balance of influence in these four domains, ongoing discussions can serve to identify exactly how to shift the influence balance in order to improve performance and satisfaction. Ideally, each work group will achieve a desired balance of influence—so that if it gained either more or less influence in one area or another, its performance and satisfaction would, in fact, decrease.
The Organizational Influence Survey takes only twenty minutes on average to complete and another fifteen minutes or so to graph the Influence Profile of a work group of five to fifteen members. It is available in a 28-page paper booklet for $12.95 from either Amazon or Barnes & Noble (and is also available in the U.K. and other countries). The survey booklet includes the instructions, items, scoring sheet, numerous profiles, interpretive materials, and several examples to help respondents understand the implications of different survey results. See: Sample Results and Interpretive Materials.
If consultants and their clients wish to learn how the Organizational Influence Survey can be used as part of a systemwide program to revitalize an organization, Kilmann Diagnostics offers an 5-hour recorded online course: Quantum Transformation.
Since 2009, the mission of Kilmann Diagnostics is to resolve conflict throughout the world by providing online courses with the Thomas-Kilmann Conflict Mode Instrument (TKI) and other assessment tools. KD is the exclusive provider of online training for the TKI—worldwide. Visit: Kilmann Diagnostics.