| ODT is the newest meltdown disease. ODT is the | | | | morale is an occupational hazard. |
| newest meltdown cure. It is bought on by an acute | | | | This is often caused by staff members who are |
| bout of the status quo, old boys club and ignorance | | | | disengaged and who do not buy into or who |
| of diversity. The nation's jobless rate is currently at | | | | misunderstand the agency's philosophy or mission. |
| 10%. On average 35% African Americans are | | | | Interpersonal conflicts, the threat of law suits, |
| currently unemployed while the number is 16% for | | | | unprofessional relationships, a misunderstanding of |
| whites. Go figure. A statistic that worries me is how | | | | diversity and sloppy performance in the workplace, |
| unemployment is impacting the lives of immigrant | | | | zaps the positive energy needed to provide |
| families. The social, economic and educational plight of | | | | consistent, excellent client care. This in turn affects |
| our young people is frightening, at this time and for | | | | client outcomes. Disengagement becomes manifest |
| the foreseeable future. | | | | when staff members begin to act like they are |
| We can no longer say that we have been jinxed by | | | | victims of the system, take little responsibility for |
| the evil of slavery. We must wake up. We have let | | | | their behaviors, blame each other, their supervisors or |
| things slide at our own peril, for too long. We have | | | | directors. In these situations, motivation and energy |
| maintained our homogeneous, blinkered organizational | | | | levels of the staff decrease; they seem only |
| tunnel vision. Now that we are in this crisis, the | | | | superficially involved and not authentically engaged |
| diaphanous moment of truth has been spawned. | | | | with the team and with the children and families |
| Fairness and equality was there all the time and it | | | | requiring the services. It is easier to fix technical |
| was not silent. We the people trusted them the | | | | problems than adaptive problems. Managers need |
| leaders who ignored the gentle prodding of what is | | | | both management and moral support to survive |
| ethical and what is just. Many of us have just | | | | performance fatigue and to consolidate their teams. |
| become insensitive to felt needs. Some of us will | | | | Managers, if you do not value your employees how |
| make time to seek opportunities to make an endless, | | | | do you expect them to value your customers and |
| meaningful difference. Some will just not have time | | | | clients? |
| to make a difference and will be surprised by a | | | | This is the time when employers should organize a |
| meaningless end to what they thought was life. | | | | retreat for their managers and supervisors and line |
| The economic meltdown ushered in this diaphanous | | | | staff. Just give them one day to help them relax, |
| time period. This is no time for reproach. This is the | | | | reflect and return to their everyday tasks, roles and |
| time to put our nations hand into its own bosom. This | | | | responsibilities, rejuvenated. I do not believe and |
| is the time to seek the voice that can speak to our | | | | research supports the understanding that just fun, |
| conscience. Is it fair, is it right, and is it politically | | | | action and activities do not have a sustainable |
| expedient to ignore the plight of your own people | | | | positive effect on staff training and development. |
| while you pursue an improved quality of life for | | | | Going to go-cart racing or swimming as a team, etc., |
| people oceans away? Can the United States afford | | | | does not really build the team. It is just a momentary |
| to build up its forces in Afghanistan, Pakistan and | | | | escape and then the problems still wait for you in the |
| Iraq? Can the United States afford not to build up its | | | | workplace. It is much easier to fix technical problems |
| own country and attend to the needs of its | | | | than to really attack adaptive problems inherent in |
| struggling masses? All our intentions whether covert | | | | organizational behavior and the organizational life |
| or overt will eventually become transparent. This is | | | | cycle. |
| the prelude to humankind's finest hour of | | | | Managers may be overwhelmed by expectations and |
| transparency in our modern history. History will bear | | | | challenges. We want to start by reconnecting them |
| the record of this crucible. This will be our finest hour | | | | to the organizational mission and purpose. The sure |
| and it will also be our darkest hour for this moment | | | | way to do it is to emphasize self-knowledge. |
| will both record our inhumanity to each other as well | | | | Managers can arrange an early morning focused walk |
| as our compassion and response to the call to action. | | | | with their staff team. I know that many would not |
| This time we cannot be indifferent, intolerant, and | | | | want to walk early in the morning. The focused walk |
| indolent. This time we cannot become comfortable in | | | | is my adaptation of a prayer walk. As you walk, |
| our own perceived safe spaces. Not even the | | | | distribute power thought cards as you walk. This sets |
| fastest sprint will create enough distance between | | | | the stage for people who are spiritual as well as for |
| you and those whose plight worsens daily. Many | | | | those who are not. Keep the activities fun. |
| families are struggling to survive in spite of losing their | | | | Remember that we did better at school in subjects |
| jobs, their homes, their savings and their lifelong | | | | taught by the teacher for whom teaching was fun. |
| partners. Many employees are giving up on ever | | | | As children we did best when we had fun. It is hard |
| finding a job again. The pain is grooved on the face | | | | to satisfy a persnickety boss. |
| of many breadwinners who cannot hide their | | | | For staffs who work in an interactive-intensive |
| embarrassment of not being able to provide the next | | | | environment like a treatment milieu, school, and |
| meal for their children. The only chant they can | | | | daycare, silly stuff works. Get staff to do some silly |
| mutter with fatigue is that God will provide. We are | | | | stuff. Silly stuff will be just that. You may paint |
| all called to action. We will all be weighed and | | | | faces, start a collage, play Simon says, rock paper |
| hopefully not found wanting. This is the time. This is | | | | scissors. They will exercise choice, a key ingredient of |
| the time when the greedy will become greedier. This | | | | performance. Give them ample opportunity to focus |
| is the time when the needy will become needier. | | | | on workplace problems and to analyze it as well. The |
| Would it not be nice if we can all become greedy to | | | | only condition is that they do this through impromptu |
| meet the needs of others instead of just feeding our | | | | skits, role plays etc. They must use the arts, dancing, |
| own wants? | | | | singing, music, mime etc. |
| Spare a thought for those workers who still have a | | | | Another strategy is what I call the Executive Director |
| job. Any day can bring that message that they too | | | | (ED) Strategy based on the work of Joseph and |
| are being retrenched. They have to continue doing | | | | Harry (Johari Window?) I will ask them to tell me |
| the jobs of all those who have left the employment. | | | | what they know about the ED, what they do not |
| Their legs cannot carry them any longer than the end | | | | know about the ED, need to know about the ED and |
| of their shift. They may even be off to a second job | | | | do not need to know about the ED. The ED will then |
| in order to make ends meet. I salute all those | | | | validate their answers. This is the quickest way to |
| workers who are toughing it out. When the going | | | | build a shared vision, believe me. You could also use |
| gets rough the tough get energized. Gone are the | | | | the African Bone Strategy but that will take a lot of |
| days of lavish employee appreciation luncheons. Most | | | | time and it gets to the emotions a bit more. I |
| organizations have imposed a hiring freeze. Gone are | | | | suggest you have plenty of magazines, snacks, |
| pay increases. Many organizations do not even have | | | | flowers, cameras, and news print. Try and get a local |
| innovative incentive plans on their drawing boards. | | | | journalist to join you for the day. It blows staff |
| This is the time. The current economic climate is | | | | away when they read about what they have done in |
| forcing employers to pay attention to the needs of | | | | the press. |
| their staff. Employees are expected to do more for | | | | This is the best time to create a workplace worth |
| less and more with less. Managers are finding | | | | working in for all. The best way to value your staff is |
| themselves in a predicament of having to focus on | | | | by developing a diversity plan. A diversity plan will |
| problems that affect staff morale that negatively | | | | give voice to every staff member. One of the great |
| impacts the quality of the services rendered to | | | | benefits of an effective diversity plan is an engaged |
| children and families. Examples: agencies have to | | | | workforce. This is the worst time to ignore the |
| spend a lot of time and money on fixing staffing | | | | needs of your staff. This is your time. This is my |
| problems, addressing high staff turnover rates, low | | | | time. It is time. Will you create the difference you |
| morale, and dissatisfied clients. Decreasing staff | | | | want? |