I am spending the day in the house. I woke up this morning running a fever. As I have mentioned in previous blogs, I am not one that likes to rest and recover, I tend to overdo.  But I really want to kick this cold/flu, or whatever it is, out of my system. So I am willing to spend a day inside. I hope CrisMarie will be willing to pick up some Rice Dream for me when she heads out. I don’t have much of an appetite but Ice (Rice) Dream sounds wonderful!

I have a book to read, papers to work on, my computer and a variety of beverages sitting on my bedside table. I am working on a newsletter article about Pat Lencioni’s book, Naked Consulting. Basically the book is all about being real and authentic—and that is why I love it. I don’t want to give away the newsletter by writing too much about the book, but I think it’s a great read. Of course the title is a bit provocative. We sent a copy to an HR friend and she said this book would be an HR nightmare. There’s no doubt Pat probably was hoping for that type of reaction. 

While the title may be potentially an HR nightmare, the subject matter really isn’t an HR issue.  HR departments have simply become the enforcers of programs, guidelines, and policies, set up to overcome longstanding prejudices and ignorance about the differences between people and power. I’ve never thought that laws and policy were a very effective solution for relational dynamics. Sometimes laws give a certain amount of comfort, defining for someone the parameters of certain types of behavior that are either bad or wrong. This can confirm a person’s opinion, but it doesn’t necessarily create a significant change in attitude. People might learn to say the right words but it is unlikely to really change their views and may even create more distance.

So what is the solution? I think the best way to create a shift in attitude and behavior is by learning to understand the impact certain behaviors have on others. Instead of counting on a policy to ensure that inappropriate language is not used in the workplace, I have to speak up whenever I see it happening.  Not just when it happens to me but, even more importantly, as an accountability measure when I see someone I work with saying or doing something to someone else that I find offensive. Not to make them wrong, but to be real and authentic and in the moment is when I believe real change can happen.

When I have done this—I have been surprised by the results. Often I have either learned something very valuable about the person I was speaking to, which in turn influenced my position. Or they were curious about my reaction and we had an dialogue that I would later discover had a positive impact on them.  Of course this does not ensure change or agreement, but when it comes to relationships, that is not really the most important outcome. The most important outcome is clarity and connection by way of authentic and real conversation.