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Eight Models

 

Cover Your Back
(CYB)

 

What people are doing…. A short example….
They consider someone else's opinion (usually a more powerful person) first and make the decision or solve the problem based on what they think that person would do or say. (Usually without checking out the other persons perception of the situation). "Well, first let's consider what the supervisor would say about this. We wouldn't want to cross her on this".

 

      A short story….

After work, an irate parent cornered a staff member to complain about his child constantly loosing her PE clothes. The staff member recalled a previous situation in which a supervisor had dealt with a parent rather firmly and decided to use the same technique, (thinking, "if the supervisor did it this way I can't go wrong") after all it's what the supervisor thinks that really matters. He confronted the parent and explained, these things happen and parents must help by creating a sense of responsibility in their children. We can't do it alone. The staff member said exactly what the supervisor had said in a similar situation. The parent did not respond well. In the original situation, when the supervisor dealt with a similar problem, it was not her first encounter with the parent and it had been agreed in a previous meeting that the parent would make an effort to work with his child. The staff member's position was clear... I did the same thing you did, it's not my fault he's such a hothead!

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Use a previous situation

What people are doing… A short example…
They use a previous situation and solve the problem the same way they did then.
"This is just like when I was in school (or when I worked at the other place) and I think we should handle it the same way".

  A short story...

A small group, directed by a new supervisor, started the marketing plan for upcoming summer events. Early in the process the supervisor was informed how events were planned during the previous year. The supervisor was met with opposition every time a "new" method of planning events was proposed. The staff preferred to use a previous plan, regardless of its success or failure, over introducing a new strategy. Though innovation and creativity were often discussed, the supervisor was limited in how to implement new ideas because the "old" way was preferred over any "new" way.
 

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Standard Operating Procedure
(SOP)

     What people are doing…      A short example…
They use a procedure that has been agreed upon and is a standard process within the organization.
"Around here, we do things by the book".


     A short story…

Hundreds of hours have gone into writing and editing a manual to be presented at an upcoming conference. The conference was only three days away and the content for the manuals had not gone to print. The supervisor responsible for signing the appropriate paper was away from the office and was not expected back until the conference. Standard operating procedures required the supervisor to validate all expenditures. The decision was made to sign the appropriate paper work to start the printing. Weeks later when the supervisor went over the books, an emergency meeting was scheduled to address unauthorized spending. Verbal reprimands followed.

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The "Old Saying"

What people are doing… A short example…
They think of an "old saying" and solve their problem or make their decision using the "saying" as the basis for their thinking.
"Now listen, there is absolutely no reason to reinvent the wheel on this project!"

A short story...

A training team was rushed for time on an upcoming presentation. They saw no way out of the situation with so much to do and so little time to do it. When the group asked for assistance from a supervisor, they were told they didn't need to "reinvent the wheel" to create a presentation that was relevant and meaningful. The team was hampered by time constraints and the success of the presentation was imperative for the organization. Instead of using available resources, both human and material, the team used an off-the-shelf presentation. As it turned out, the presentation was less than satisfactory both in content and delivery.

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The EMOTIONAL response

What people are doing… A short example…
They make the decision or solve the problem based on an emotional response to the situation.
"Whatever we do we are going to get even with that S.O.G. I've had trouble with his brother and now is my chance to get even."

   A short story.....

After a long day filled with difficult problems including missed appointments, long bus rides, poor weather, and insufficient funds a supervisor was asked to discipline a staff member for violating an existing policy. At the start of the discussion, all was fine. However, emotions quickly began to rise. The staff member could not see how this was a problem or why the project coordinator was even involved in the situation. Both individuals became lost in their emotions and what started as a disciplinary action resulted in a termination.
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The "WOW! GRAB IT" response

What people are doing… A short example…
They jump at the first solution that sounds good or is "appealing". Typically the solution is something new or different.
"Wow, now there's a new approach... let's get moving on it."

    A short story.....

A school needed to revamp it's fund raising techniques prior to the start of the annual campaign. The school heard about an idea that brought in a lot of money. Without any further thought, the principal jumped on the opportunity. At the end of the fund-raiser, the school barely broke even. As it turned out, they did not adequately evaluate or test market the product being sold. The product was over used and on its way out by the time this school got the idea. In addition, another organization three months prior used the same technique on the same community.

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The "GUNG HO, JUST DO IT" response

What people are doing… A short example…
They respond with a "gung ho" attitude. Take the first solution and make it work.
"We can do anything if we want it bad enough."

A short story...

A "special" training program was organized to accommodate individuals who were unable to participate in the regular training program. Administrators simply said that it needed to be done. The staff came up with a quick plan and forged ahead with a "just do it" attitude. It cost the program a large sum of money, time and resources, implementation was not successful and numerous individuals were unprepared for the work they were hired to do. Poor planning, limited support and the tight time line coupled with a "gung-ho" attitude resulted in failure.
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The "What's in it for me" response

What people are doing… A short example…
They make the decision or solve the problem based on what they perceive as self-interest, usually short-range self-interest.
I don't care what they want this time I'm looking out for number one so my suggestion is ..........

       A short story.....

Supervisors at the district office consistently directed policy based on what was happening right now, and how it affected them personally. Their decisions did not take into account factors such as time, money, human resources, or future repercussions. The decisions were ordinarily made for personal gain rather than for the benefit of the organization.

 

 

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