Dealing with the feedback loop: Traditional and Global OD

One of the major changes that Traditional OD needs is a remodelling of the underlying assumption that feedback and discussion generated by feedback serve as the ultimate platform to make organizational  improvements and create behavioural change.

Within cultures, there are certain things that are not discussed, from taboo to giving feedback about a characteristic that cannot change. The content of what is not discussed may change from culture to culture, but all cultures have the category of things that are not discussed. There is phenomenal variance between cultures on what is not discussable.

Cultures have different ways of discussing discrete & sensitive issues in what they see in an appropriate manner. For some cultures this may in a  very closed forum, or with close friends that you trust. Other cultures prefer management meetings.There is phenomenal variance between cultures about what is discrete and sensitive.

Cultures have different ways of viewing emotions including anger. In some cultures, emotions including anger must be part of a discussion to prove you are genuine. In other cultures, you must smile when you are angry to repress any emotion. And strangely, in another culture, one must speak in a civil manner, yet to write flaming emails is ok!

In the global organization, we can see a lot of these differences coming into play. Western cultures have almost a religious belief that discussion creates an opportunity to improve. In many other cultures, the price that is paid for disrupting harmony by having a such a discussion is so high that the risk is not worth taking.

Western OD promulgates genuine and authentic feedback and discussion as platforms for improvement. Clearly as someone raised in Traditional OD, I believe in the power of genuine and authentic feedback. However, as a global OD consultant, my beliefs are irrelevant and I need to ensure that I do not use my position to push people to take risks that they think are not worthwhile.

So, the global OD consultant often work behind the scenes to deliver messages and “make things happen”, whilst external harmony is maintained.

The Traditional OD consultant will continue to be a missionary of discussion Uber Alles. And when work dries up, he or she  will wait till the market gets better.

PS-Example I shared with my friend Peter A

Bill is Asia Pacific Area Manager. Som is Thai  Area Marketing Manager. Bill wants to tell Som that his resistance to a certain marketing idea is unacceptable. Bill told his consultant that in the past, Som has “yes yessed”, then Som feels insulted. Allon suggest that Bill call Som’s colleagues in Viet Nam and the Philippines, and praises them for accepting the marketing idea. Bill then ensures that Som’s colleagues update Som that Bill has called. Bill talks to Som via his colleagues.


Aligning the Feedback Loop to Global Organizations

Feedback consists of information about an organization, a group and an individual which is “recycled” to provide a basis for assessment, reflection and as a basis for corrective action.Feedback is one of the  building blocks that OD introduced into organizations.

This posts related to how can feedback be integrated into organizations given the many cultural constraints that the global organization faces, for example:-

  1. In some cultures, it is easy to talk about the future, but if the past is discussed, there is/may be a  loss of face.
  2. In some cultures, corrective action may be more effective if positioned as adaptive change,without use of explicit lessons learned from the past.
  3. In some cultures, direct and authentic feedback of any kind is seen as extraordinarily rude.
  4. In some cultures, the essence of leadership is to “protect employees by assuming responsibility for their errors” and keeping it all hush hush.

The feedback loop must retooled for the global organization.

As we align organizational design and development to a global configuration, here are a few emphasis worth changing.

1. Develop and legitimize opaque communication tools that allude to the past in order to plan corrective action.

2. Develop and legitimize indirect and “back door” feedback so as not to cause any perceived discomfort whatsoever, yet enable change.

3.Develop a contingency feedback model that allows a legitimate trade off between the feedback and the perceived harmony of relationships.

4. Budget much longer time cycles for giving feedback so as to allow face saving.

OD consultants who want to remain relevant would be wise to  stop drinking academia’s warmed over cool aid, check their western biases, step away from force feeding western values when inappropriate, and get real.

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