{"id":14140,"date":"2022-01-24T16:36:55","date_gmt":"2022-01-24T16:36:55","guid":{"rendered":"https:\/\/cognomie.com\/how-can-hr-help-to-lead-the-way-in-dealing-with-complex-change\/"},"modified":"2022-01-24T16:36:55","modified_gmt":"2022-01-24T16:36:55","slug":"how-can-hr-help-to-lead-the-way-in-dealing-with-complex-change","status":"publish","type":"post","link":"https:\/\/cognomie.com\/en-au\/how-can-hr-help-to-lead-the-way-in-dealing-with-complex-change\/","title":{"rendered":"How can HR help to lead the way in dealing with complex change"},"content":{"rendered":"

Can embracing complexity help HR departments build organisational resilience?<\/span><\/h3>\n

The last two years of the Pandemic have been hard for everyone in the workplace and at home<\/a>. But certain workplace roles have at times found themselves facing tougher challenges than others. The regular conversations we have with HR Professionals about their day to day experiences, trying to manage through the pandemic, have shown us time and time again that they are one of the groups at the forefront of this list. <\/span><\/p>\n

We believe there are a number of ways that work life has been hard for HR team members and HR management . <\/span><\/p>\n

Most HR teams have been at the frontline of dealing with the impact of the pandemic on employee Mental Fitness (whilst very much being in the midst of the same stressful and draining experiences as everyone else).<\/span><\/p>\n

HR have been responsible within organisations to manage the impact of the pandemic on staffing levels and everyday resourcing, trying to facilitate furlough schemes, staff absences and rostering, resignations and recruitment (read more on The Great Resignation<\/a>). <\/span><\/p>\n

Additionally, it’s HR that senior management have turned to when trying to find the best solutions to restructuring working life around home or hybrid working (or now re-restructuring working life around the return to the office). <\/span><\/p>\n

In short, HR have frequently been the team of people who are expected to have the answers to huge new problems in a world where no one really has many answers to the unprecedented challenges we\u2019ve faced over the last two years. <\/span><\/p>\n

This seems likely to continue. Much as there may be a hope that somehow things suddenly return to \u201cthe way things were pre-Covid\u201d the reality even then was that the world of work was changing at a fast pace and the pandemic has simply accelerated trends around flexible working, employee resilience and Mental Fitness, workplace stress, work life balance and changing expectations of work. <\/span><\/p>\n

So how can HR begin to feel like they are strongly placed to be a source of \u201cresilient support\u201d during challenging and changing times?<\/span><\/p>\n

We believe that one answer is to do with acknowledging and embracing the shift from dealing with complicated problems to complex problems. Embracing complexity rather than avoiding it. <\/span><\/p>\n

Complicated problems are difficult but can be predicted and have often been experienced before. They require linear or administrative thinking from the organisation. By contrast complex problems are unknown and have no precedents. We can\u2019t predict them because they haven\u2019t been experienced before. So they require a more innovative or entrepreneurial kind of thinking. <\/span><\/p>\n

Writing in the People and Strategy Journal, Michael J. Arena and Mary Uhl-Bien<\/a> recognise that this means a HR shift from focussing mainly on investing in <\/span>human capital<\/b> (making sure the organisation has the right people in the right place able to perform the right roles) to a wider focus on investing in<\/span> social capital<\/b> (fostering connections and interrelationships within and beyond the organisation). In particular they see a need for HR to play a role in connecting together the \u201coperational system\u201d of any business with the \u201centrepreneurial system\u201d. <\/span><\/p>\n

Put another way, HR need to worry less about \u201chaving the answer\u201d and focus more on embracing complexity by bringing together different talents and experiences within the organisation so that \u201cideas people\u201d can engage with \u201cdoing people\u201d to rapidly develop answers and solutions that are achievable and can work. <\/span><\/p>\n

The author\u2019s refer to this as \u201cadaptive space\u201d, creating spaces within the organisation that allow effective solutions to emerge. Writing in the Harvard Business Review, Sue Bingham refers to it as the power of collective intelligence<\/a> – the wisdom that emerges from collaborations between diverse teams. <\/span><\/p>\n

\u201cTap into the power of collective intelligence. When complex problems arise, don\u2019t overlook your most valuable resource: the genius of your own employees. The majority of the workforce consists of smart, trustworthy people who know their jobs better than their leaders do. Given everything on HR leaders\u2019 plates today, they will not succeed if they don\u2019t trust their employees to help them brainstorm solutions for remote work accommodations, continued engagement, and additional support. In other words, they won\u2019t succeed if they don\u2019t embrace collective intelligence.\u201d<\/span><\/i><\/p><\/blockquote>\n

Dealing with Complex Problems<\/h3>\n

So how can HR leaders and managers begin to be part of embracing complexity? We chatted to a few of our Cognomie Coaches to get some useful advice. <\/span><\/p>\n

    \n
  1. Accept you don\u2019t have answers.<\/b> Worrying that you need to have an answer to every question simply moves the stress being experienced by the whole organisation onto your shoulders. Be comfortable saying that you don\u2019t have the answer but that you do have tools that can bring people together to help find it. <\/span><\/li>\n
  2. Channel values<\/b>. We believe that an organisation\u2019s values can often be an incredibly valuable catalyst for bringing diverse people together and helping find solutions. If the organisation is clear on its values, be part of projecting and sharing them. If it isn’t, be part of shaping them. <\/span><\/li>\n
  3. Develop a shared language<\/b>. We constantly see how one of the most powerful outcomes of transformational coaching programmes, that work across the organisation, is that they help create a shared language and understanding that can be built on to bring people together to problem solve.<\/span><\/li>\n
  4. Create collaborative space<\/b>. HR isn\u2019t just about getting the right people in the role, it\u2019s about bringing people together. This can be informal or formal. And it relates to point 1. Don\u2019t expect to have the answer, but expect to know who you should bring together to be able to find it. <\/span><\/li>\n
  5. Be Bold<\/b>. We may all be looking for \u201cthe right answer\u201d but helping to initiate change confidently helps inspire confidence in others that more is possible than they might realise. Avoid fire fighting and focus on bringing people together to problem solve. <\/span><\/li>\n
  6. Look after yourself and model that for others<\/b>.
    \nPut your own oxygen mask on first!
    \nTimes were tough and challenging before Covid.
    \nDealing with complexity and change takes huge powers of resilience.
    \nMake sure you understand your sources of resilience and have strategies in place to support and nurture them.
    \nAnd model these so others can sustain their resilience too. <\/span><\/li>\n<\/ol>\n

    We are all going through tough and challenging times. If you\u2019d like to talk to someone about embracing complexity and finding your own resilience and using it to become better and better at leading and supporting through complex change, our Cognomie coaches are always here to chat<\/a>. <\/span><\/p>\n

    We\u2019re also offering coaching to those in HR during these un-navigated times, at a reduced or potentially free rate, complete the form here<\/a> to find out if you might qualify.<\/span><\/p>\n

     <\/p>\n

    References<\/span><\/em><\/p>\n

    https:\/\/www.shrm.org\/executive\/resources\/people-strategy-journal\/Spring2016\/Pages\/complexity-leadership.aspx<\/span><\/a><\/p>\n

    https:\/\/hbr.org\/2020\/08\/how-hr-leaders-can-adapt-to-uncertain-times<\/span><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    Can embracing complexity help HR departments build organisational resilience? The last two years of the Pandemic have been hard for everyone in the workplace and at home. But certain workplace roles have at times found themselves facing tougher challenges than others. The regular conversations we have with HR Professionals about their day to day experiences, […]<\/p>\n","protected":false},"author":3,"featured_media":14141,"comment_status":"open","ping_status":"open","sticky":true,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"categories":[219,220],"tags":[241,242],"class_list":["post-14140","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-consulting-en-au","category-wellbeing-strategy-en-au","tag-complexity-en-au","tag-hr-en-au"],"yoast_head":"\nHow can HR help to lead the way in dealing with complex change<\/title>\n<meta name=\"description\" content=\"How can HR teams make use of internal resources and capability to resolve problems to thrive in embracing complexity\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" 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