# data[].attributes.body
- Management Style
- Moving towards Digitalization
- Salary and benefits of staff (underpaid)
- Heavy Workload
- Difficulty to work together due to high turn-over
- Undervalued staff

# data[].attributes.body
Alson : 30mins
Jasper: 15 mins
Jun Yuan: 40mins
Raymond: 30mins
Yen Yee: 30 to 40 mins

# data[].attributes.body
Alson:
Internal: Too much work
External: Need more volunteer
Jun Yuan
Internal: Going to office now (need to swab  and all)
External: Force digitalisation due to covid19
Jasper
Internal: People unhappy with lack of direction
External: not engaging with young people
Yen Yee:
Internal: Having to go back to office to pass cheques to our grantees, cannot mail out.
External: Social enterprise members are unhappy that there is not enough networking opportunities during covid19
Raymond:
Internal: Work overload
External: Not enough volunteers to engage the beneficiaries

# data[].attributes.body
- Clients: Involuntary admission hence uncooperative and create havoc
- Clients: Favoritism and biasness
- Funders: Not meeting KPI
- Clients: Rigidness of documents required when applying for assistance
- Volunteers: Mismatch of expectations
- Volunteers: disconnectedness when there no events

# data[].attributes.body
Alson:
Internal: Too much work
External: Need more volunteer
Jun Yuan
Internal: Going to office now (need to swab  and all)
External: Force digitalisation due to covid19
Jasper
Internal: People unhappy with lack of direction
External: not engaging with young people
Yen Yee:
Internal: Having to go back to office to pass cheques to our grantees, cannot mail out.
External: Social enterprise members are unhappy that there is not enough networking opportunities during covid19
Raymond:
Internal: Work overload
External: Not enough volunteers to engage the beneficiaries

# data[].attributes.body
Failure

# data[].attributes.body
Comfort Zone
Mindset - no question, just follow

# data[].attributes.body
Negative feeling

# data[].attributes.body
Fear of change/uncertainty.

# data[].attributes.body
dare not try

# data[].attributes.headline
Yen Yee - Risks involved in trying new things

# data[].attributes.subject
Yen Yee - Risks involved in trying new things

# data[].attributes.body
1. Lack of commitment, ownership
2. Deference to the status quo
3. Unable to clarify the goal/direction

# data[].attributes.body
Because it creates a sense of ownership of the organisation and empowers people to see the organisation grow.

# data[].attributes.body
This is to manage risk and yet take on bigger risk to yield bigger returns.

# data[].attributes.body
Because we fear that change may affect our standing within the organisation.  If we are not ready for enterprising behaviour, then suggestions and creative ideas can result in frustration and disillusionment.  Are we the safest place to ask the most dangerous questions? Or are we stuck in a "Emperor's New Clothes" mentality?

# data[].attributes.body
The cost of risks overweighs the benefits. Or perhaps the environment is ready for such behaviors (Time is not right)

# data[].attributes.body
There is always something urgent to be done during peak periods of the year. Non-peak periods are used up to catch up on paperwork and other areas of work that might have been missed out.
Hence, ideas becomes ideas but nothing gets done.

# data[].attributes.body
To be current with the ever-changing world and its needs

# data[].attributes.body
To improve current work practises, sometimes trial and error is necessary. By changing a method of work, for example, to make it more effective and efficient, that should be encouraged.

At times though, there is no choice but to change.

# data[].attributes.body
Sometimes, there can be many ideas that we'd love to try out but we have limited resources:
Time - everyone is overloaded with work and would prefer things remain status quo and float by
Money - Fund is limited and we need to prioritise
Manpower - which is linked to the above 2 points. Unable to get extra headcount as money is another issue

# data[].attributes.body
Important to constantly find ways to improve work processes and outcomes. With changing external situations (e.g. COVID-19), it's also important to leverage on new opportunities and adapt to stay relevant.

# data[].attributes.body
Enable and encourages innovation. Failures arent necessary negative

# data[].attributes.body
-If using government/tax payers' money, we need to be extra prudent in the usage to prevent public backlash in case project fails.
-Reputational risk
-Need to answer to funders who are more conservative

# data[].attributes.body
To change our comfort zone. At times good and ease and comfort area , people do not want to change. But sometime unforeseen may happen and then people cannot follow the changed and people will leave the org. because no sense of belonging

# data[].attributes.body
Economic risk : negative changes may affect productivity level. Important to observe changes and trends to identify the potentials

# data[].attributes.body
- By staying status quo, organization would not grow.
- When things are not growing, changes needed to make it grow.

# data[].attributes.body
- When things are going smoothly, changes might disrupt it and might make it worse.
- Changes needs many considerations before making it

# data[].attributes.body
Yes, due to constant changes in the world.

# data[].attributes.body
Comfort zone

# data[].attributes.body
1. Give them space and guide them along the way
2. Dedicated brainstorming session, space in the office or google drive to park ideas that we can consider next time
3. Lead by example
4. Let them feel comfortable to share new ideas
5. No idea is a stupid idea

# data[].attributes.body
1. Proposal from volunteers,discussed and implemented.
2. Don't criticize their ideas
3. Embrace mistakes and learn from the mistakes.
4. Praise openly
5. Lead by example
6. Explain "why" the change, for buy in, motivate and encourage the change, people are more receptive to change.
7. Pace the change to accommodate both the young and the matured workers.

# data[].attributes.body
https://www.inc.com/bill-murphy-jr/google-says-it-still-uses-20-percent-rule-you-should-totally-copy-it.html

# data[].attributes.attachment_link.title
Google Says It Still Swears By the 20 Percent Rule to Find Big Ideas, and You Should Totally Copy It

# data[].attributes.attachment_link.description
Do they still really do this at Google? In a way, it doesn’t matter. You should copy it regardless.

# data[].attributes.body
The clip is here...
https://www.youtube.com/watch?v=40meQNZl3KU&vl=en

The 6 characteristics of a Learning Organization are

1.  They Cherish An Open Culture.

2 . They Design and Implement: Feedback Loops

3.  They Promote: Personal Mastery

4.  They Plan for: Intelligent Fast Failure.

5.  They Steal: Best Practices

6.  They Cultivate: A Common Vision

# data[].attributes.body
Wish to have: An Open Culture
Already there somewhat: Feedback loop

# data[].attributes.body
Wish to have: Cultivating common vision amongst staff, stakeholders and funders

Already there: Open culture, Feedback Loops, Personal Mastery, Intelligent Fast Failure, Stealing best practices

# data[].attributes.body
1.  They Cherish An Open Culture.
Be openess and focus in sharing

Alson: My team member are working openess.

2 . They Design and Implement: Feedback Loops
They share collective within the team. All feedbacks to improve in their what they needs to do.

Alson: currently i guide them along and ask for regular feedback.

3.  They Promote: Personal Mastery
Hence, everyone has their own mastery and work independently with minimum supervision at workplace.

Alson: Our staff created their own styles of mastery whereby suit to the org culture.

4.  They Plan for: Intelligent Fast Failure.
Risk of failure could be reduce if mitigation are implemented. Identify the root causes and works toward it.

Alson: Risk are being mitigated at workplace.

5.  They Steal: Best Practices
unlearn and relearn at workplace. Keep continuous learning.

Alson: They unlearn and relearn

6.  They Cultivate: A Common Vision
As such, they will have a same vision with the team. This is require as everyone will be able to works closely toward the same vision.

Alson: One goal and one vision as a team at workplace

# data[].attributes.body
Wish to have:
Design and Implement: Feedback Loops

Being in a small work setting, it is difficult to provide (constructive) feedback as it kind of brings about tension and hurt feelings. So feedback is usually given during appraisals and it is usually a one-way communication

Already being practiced:
Steal: Best Practices

We always compare our organisations (internally) with others and discuss on what practices they are doing and why they are performing better. We then try to implement it on our organisation. Some might work, some might not but important is we try 💪🏽

# data[].attributes.body
To have: Intelligent Fast Failure
Existing : An open culture/Feedback loops/A common vision

# data[].attributes.body
Wish : They Cultivate: A Common Vision
Already Have : They Cherish An Open Culture.

# data[].attributes.body
To have:
1. Feedback loops
2. Intelligent fast failures
3. Personal Mastery
Existing:
1. Open Culture
2. Common Vision

# data[].attributes.body
Personal Mastery

Wish:
They Plan for: Intelligent Fast Failure.

# data[].attributes.body
Present: Open Culture, Steal best practices, cultivate common vision
Present to certain extent: Design &  Implement, Promote personal mastery, Intelligent Fast Failure

# data[].attributes.body
- How might we train our staff to be IT savvy?
- How might we put in place the platforms and resources for digitalisation?

Positive Risks
- remote working becomes possible
- quicker and more efficient transfer of knowledge

Negative Risks
- resistance from elderly in adopting new technologies
-different pace in adopting the technologies between the young and mature workers
-huge upfront investment costs involved, results might take long time to see

# data[].attributes.body
1. How might we get the team to embrace the idea of going digitalized?
2. How might we increase the staff knowledge in digitalization?

Positive Risks:
1. Encourages innovation
2. Buddy system
3. Staff training

Negative Risks:
1. Data Security
2. Job insecurity
3. Perception of senior workers being slow to adapt

# data[].attributes.body
•How might we increase the outreach efforts to increase the volunteers?

•How might we engage the volunteers to increase their services to us?

•How might we ensure that the volunteer opportunity matches the volunteer’s expectations?

•

•Positive Risk:

•Volunteer retention would be higher due to volunteer satisfaction

•Negative Risk:

•The organisation might not be able to meet the expectations of the volunteer’s wants ie mismatch of expectations/task

(eg Volunteers wants to do a house cleaning up project but organisation might not have a suitable / willing client)

# data[].attributes.body
https://youtu.be/PQ0doKfhecQ

# data[].attributes.body
Snap an example of JTT

# data[].attributes.body
Workplace environment

# data[].attributes.body
It is a juxtaposition (combine paper + scotchtape)

# data[].attributes.body
1) prioritization of tasks
2) people
3) time and money
4) Believe in culture change

# data[].attributes.body
Thinking that communication = engagement can do more harm than good. This results in waste of resources and impact staff morale.

Culture is important to change management! 'How things get done' - how they believe and react is impt rather than process and decision

# data[].attributes.body
Juxtaposition (combine)

# data[].attributes.body
Juxtaposition (combine) and Transmutation (change)

Combine: idea of a ball
Change: takes time to dissolves in water unlike normal soap

# data[].attributes.body
1. CEO -->Organization culture, engagement have to be communicated with consistency, coherent to their team. No sending of wrong messages from the top to the bottom and sideway.

# data[].attributes.body
Communicating the idea is not the same as executing the idea.

# data[].attributes.body
Juxtaposition - combining multiple features like camera, notepad, calls etc all in one device

# data[].attributes.body
Leading change requires a fundamental change in company culture and mindset of all employees, ensuring that everyone is aligned with the purpose of the change and new direction moving forward. Just telling people what to change and giving them rewards for the change is not effective in the long term.

# data[].attributes.body
Everyone is part of the "Change team" right from the CEO to the frontliners and as a leader, lead the change by example.

# data[].attributes.body
Embed changes within company culture and practices

# data[].attributes.body
Culture (how things get done around here) is critical to change management! What are the cultural strengths - proud of what we need to do? Look for the special people - those with influence. Be coherent in your messaging.

# data[].attributes.body
Change within company should be directed from top and the level below implement the change. Communication is very important but need everyone to understand and aligned with the direction.

# data[].attributes.body
5 - Keeping people who are obsolete is compassionate but it is dangerous. This is due to the ever changing technologies and business model, which render a person who is competent to the previous situation to incompetent to current situation
(From service industry --> AI and digital augmentation)

# data[].attributes.body
Case 5
Forcibly changing all the retail outlets to operate 24/7 within 9 months does not give the partners enough time to adjust to the requirement and expectation.  Thus retailers who are loyal and have access to the company's chairman has Anthony dismissed as the chairman does not want to upset his loyal partners and thus lost their business due to the behaviour of just one staff.

Case 1
Most of the time, internal initiative died or failed due to internal conflict or disagreement.  If Martin would have persisted, he may have different result.

Case 2
Justine has the vision that external threats are on the horizon and he wanted to change the company's products to meet the impending challenges, however his ideas were not supported by the long serving senior management. Just like Nokia, it did not embrace the change, thus making their products obsolete.

# data[].attributes.body
Case 2
Time is critical in market shares. Response needs to be quick (forcibly)

Case 5
Strategic change was implemented forcibly without taking into consideration
the operational needs. Thus creating strong rejection and action, resulting in Anthony's dismissal.

# data[].attributes.body
Disagreement among the shareholders in the team led to fragmentation of the organisational direction. I also surmise that the change might not be viewed as critical and therefore everyone carried too highly their own opinions. The buy-in and ownership of the change was not present and therefore, there was no commitment to discuss or dialogue the ideas.

# data[].attributes.body
5. Lack bottom up support. Things got worse when he pushed for resistance. Telling retailers what to do rather than what they wanted to do and wanting to achieve too much within in too short a time.

# data[].attributes.body
There is no ideas or views been agree. The views are too diversify therefore no implementation can be done as everyone holds on to their views is right.

# data[].attributes.body
Joe's failure to observe and make critical quick changes to his strategy led to the organisational failure. He was not sensitive enough to the changes made by his competitor.

# data[].attributes.body
Case 2) Tortoise lost the race

Joe's strategy had only minor changes that caused him to be at a disadvantage. However, when he wanted to make drastic changes, it was too late. Hence, the implementation could have been brought forward. The planning stage could have been done better.

Case 5) Wake up the "sleeping giants"

The plan that Anthony wanted to make seems abrupt and forceful towards the outlets owners. Instead of listening to them and come up with a better arrangement, he threatened the owners. He had a good plan but his approach was not the best hence he was eventually dimissed.

# data[].attributes.body
The deference to status quo was the result of the organisational failure here. The senior leadership lacked the courage to move beyond their comfort zone!

# data[].attributes.body
Ken adopted a gradual approach when it called for a forcible change as they were already into a global crisis. Ken needed to take a more hard approach than a heart approach to save the company.

# data[].attributes.body
5 - Change was enforced forcibly within a short period of 9 months, without buy-in from the retail outlet owners. He did not test out the feasibility/desirability of the proposed model by gradually increasing the number of outlets to roll it out to nor the duration of opening hours.

# data[].attributes.body
•Promoting open communication among staff and management

•Two-way communication

•Creates a safe environment for all

•Understanding staff on a personal level

•Not only concentrate on work alone

•Lead by example

•Demonstrate honesty and kindness

•Sincerity – human touch

•Empowering others to be leaders (engagement)

•Higher rate of success due to personal ownership

•Being able to provide feedback

# data[].attributes.body
My best friend in taiwan. i know her since 2002. I have not being in touch with her for more then 10 years. I feel that i own her alot. I should have understand her better.

# data[].attributes.body
She was pleasantly surprised and sounded cheery to receive my call. After exchanging pleasantries, my past superior gave me advices on work and life.

I was apprehensive at first but glad I made the call as it does make me feel more connected to her and now know that she will be a supporting role towards the organization even though she have stepped down.
It is always nice to have someone who understands, to turn to for advice.

# data[].attributes.body
Called my ex-boss yesterday as i have not seen her since she left the organization about one year ago. Good to connect with her as she acts as a sounding board for me if i have any issue with work.

# data[].attributes.body
Called my admin manager to find out how she is since one of her tenants was tested COVID positive about 6 days ago.  Glad to know that her family is safe and well despite being confined to the home.  Shared about some work issues and some ways to resolve.  Spoke about my sabbatical plans next year and the disruptions.  Great to catch up since we have not met each other physically for almost 20 months.

# data[].attributes.body
I connected with a colleague whom I haven't spoken to for some time to congratulate her on the success of an event yesterday that she was in charge of organising and about how she is doing. Good to just have a casual chat about some of the latest happenings in our life. :)