Seeds of Change

Seeds of Change

By Alan Perry

May 10, 2014

Agriculture was the impetus for humankind’s evolution from hunter-gatherer nomad to community based civilization. The ability to cultivate, select and care for crops is, in itself, a lesson in management. The same principals can be applied to leading and managing an organization, the organization and its components; people, resources and assets all require thoughtful and deliberate actions to assure the organization’s success. The rules for agriculture rarely change, though the methods have evolved somewhat. EMS and Fire organizations have, and are still, seeing rapid change in the environment we operate in as well as the methods of management. This change requires us to constantly revisit, revise and improve our practices in the cultivation of our organization and the people who make it work.

When farming; the soil must be prepared, the seed planted at the right depth, the weather conditions must be good for the idea, and the change, to take root and propagate. Most people prefer consistency and predictability in their daily routines; change is frequently viewed as a negative.  Change can come in the form of new schedules, protocols, a new philosophy or mission. Not all change has value. If it does not improve system reliability, performance, safety or some other desirable goal in a meaningful way, it will not be well received and will likely waste resources. Leaders are responsible for evaluating the need for change based on the organization’s mission, and communicate the need for, and the value of any proposed change within the organization.

Planting crops too early can easily result in complete losses if a late freeze comes along. Warm up your organization to new ideas before pushing headlong into any major changes. As a leader; your ability to accomplish work through the actions of others can be seriously compromised, if not impossible, if the workforce or organizational culture itself are resistant to change. Being an effective leader means recognizing this, and finding ways to overcome, or even use it to your advantage without becoming antagonistic. Even the best ideas require preparation and timing, occasionally preparation and opportunity. Impatience is destructive, but so is failure to deal with serious problems. This quandary often paralyzes leaders, effectively stifling the progress of the organization.

Research and data are useful and necessary when planting a new crop or experimenting with new methods of farming. When managing change in any organization research and data can be used to identify and quantify the need for change that can improve the performance and effectiveness of the organization in meeting its mission. Many leaders do not recognize that this must be a continuous process that looks at the entire organization. They frequently only address critical issues that have already resulted in a major loss, or bad public relations, using a reactive management style exclusively. Successful leaders and their organizations are pro-active, constantly looking for ways to improve and better meet their mission and goals. Plants evolve and adapt to change through natural selection. Those that out-perform others survive and multiply those that do not, fail to thrive and eventually become extinct.

Plants have one purpose; to propagate, grow and reproduce. People are the same on that basic level, but because we are human we have significant other needs for security, purpose, accomplishment and self-expression. Most people are rational, thoughtful, and want to do meaningful things for others and the organizations the work for. Occasionally exceptions occur when change is perceived by an individual or group as an attack upon their traditions or values. A leader must be clear, uphold the mission of the organization, and confront the change head-on. A charge unanswered gains both momentum and credibility while planting another type of seed that is difficult to remove. Doubt and weakness, like a weed infested crop, will draw away the vitality and strength of the organization. Removing the lack of commitment and support will destroy the good with the bad.

No part of a plant is “in charge” of the plant, the whole organism must function as a unit, each part doing what it was intended to do, or the plant will quickly perish. Organizations do differ on this point; however each part of the organization does have to function as intended to be successful. Leading in middle, lower or informal role within any organization can be challenging, requiring a harmonious integration of the needs of the organization, the unit and individuals. When challenges are discovered, or your unit finds ways to improve the value and quality of their product, you must find ways to effectively communicate this up the management tree to make it reality. The mid-level organization leader must effectively manage the needs of the organization, and those of its most important asset; the employees/volunteers. The front line leader may feel insignificant, in reality this is far from the truth. In that role the leader can have the most direct effect on presenting the public “face” of the organization. Leaders elsewhere in the organization should value the input from front-line leaders who deal with the public daily and best know the needs of the customer.

In agriculture we learn to work with nature, the sun, moon and position of the earth in its ellipse. Cooperation within the organization leadership structure is essential to the health and performance of any organization, a hierarchy must be established and followed to assure a concerted effort in reaching objectives. Discussion of opposing points should be encourage to assure that all possible opportunities are exploited, but once a decision is made with the best information available all must focus on obtaining a positive outcome regardless of personal preference. This extends beyond mere performance, loyalty to the organization and its mission is a necessary ingredient for all employees, but especially of the organizations leaders.

Ornamentals and potted plants are temporary, usually only for show, and in the end are usually just for looks with no real useful product. Don’t settle for short term appearances when cultivating your organization. Real progress and lasting success rely on good preparation, planning and learning to work with the forces of nature to coax a solid performance. Successful organizations must produce, wasting time, money and human capital on projects that only produce a public relations facade without adding any real value or performance is irresponsible and borders on fraud. Public safety organizations can’t afford to “fake it”, your personnel will know the truth and it will hurt morale. Fertilizer will make nearly any plant look pretty for a while, but it is no substitute for good soil management.

Like a farmer, you are trying to grow a product. In public safety that product is an effective organization that provides value to the public and those who make up the organization. Thinking like a farmer can be useful, helping you reconcile the needs of the organization, the forces of nature and the environment in such a way that you and the organization can be productive.

It’s always a good time to prepare