Dr. Richard Winters
speaker
112 appearances
1 recordings
1 series
first heard Dec 2024
last heard Dec 2024
Dr. Richard Winters’s voice in public audio — every appearance, attributed to the second.
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Appearances
And you can think in all of our organizations, you know, like a tornado rips through town and all of a sudden our supply chain is cut off. You can't bring people together to have a kind of a kumbaya about what to do moving forward. You can't put together task forces. A leader needs to step up. And so during those times, the leader has incomplete information.
No one knows all the information and what the possible outcomes are. But those are the times when the leader has to kind of use some of their expertise and then project out what they think might be happening in the future, kind of role play, and just make decisions. So now you have a leader who's making decisions based on missions and values. You have a leader who steps up during crisis.
And then I think a lot of the other times, it's the leader kind of supervising and getting experts and other leaders involved to be able to bring groups together to make decisions. more decisions more effectively.
Yeah, and so that's the Kenevan framework. That is really the figuring out whether something is clear, complicated, complex, or chaotic. And as we get groups then together to understand that sort of situation, then we can start to approach things in decisions that are better. Like we've mapped out, okay, this is a complicated decision. Let's give it to the expert. This is a complex decision.
Let's get a group of people together and develop some shared reality around this decision before we start to think about what are the options we might choose and then how we're actually going to move forward.
Yeah, otherwise we're just reacting and not being effective.
Yeah, totally. I mean, there's this cartoon that I love and it's a cartoon that is of a rhino that's an artist and it's painting on this canvas. And it's painting these beautiful scenes, you know, like the Serengeti and the forest and the mountains. And in each of these paintings on the canvas is this huge rhino horn in the center of it. And the rhino is stepping back so proud of these paintings.
But what the rhino doesn't realize is that the rhino has painted itself in every single portrait. And the rhino feels that everyone else is seeing the same thing. We all get that way. I mean, we all kind of look at our environment and we're a part of it. And we have our expertise, we have our experience, and we have these ideas of the way things are. But there's a lot of blind spots that we have.
Like we have our own kind of big rhino horns in the center of our vision. And so how can we as groups get together? Each of us has this data that we've analyzed, but how can we start to help each other look around our own blind spots? And a good leader is able to take groups of people together and start to see maybe the scene in a more real way.
Yeah. What happens then?
Right. Yeah. I mean, and I think that in itself is data. Like we don't really have an understanding. So what do you think is going on? What does your colleague think is going on? We pull all this stuff together and then we come up with some options for the way to move forward. And so let's step back again. So there's some leaders. This is going to depend on the organization.
There are organizations where leaders are really highly affiliative, where they want a big collaborative process to make decisions. There are other organizations where the leader is going to make the decision. And both of those situations, they both work. Those organizations work quite well. with those different styles.
But in both of those organizations, you still need to have this kind of broader perspective of what's going on. And so for a leader who's making all the decisions, still to have people come together with all their different perspectives, all their different fears and worries, all their different ideas of what's going on,
Their differences of opinion, their agreements, to look at this kind of broad perspective is still helpful for that leader who's going to be making the decision. More helpful than if they were to be making the decision alone from behind their own blind spots.
So what is burnout? First of all, I guess it's a combination of emotional exhaustion and cynicism and decreased effectiveness. And so we all at times get exhausted where we no longer feel kind of the happiness of the world. That happens. But then when you start to pair this with cynicism, and I think there used to be a cartoon I used to watch.
where there's this, this character named Glum and they'd go on these adventures kind of like Scooby-Doo where they go find and meet this, solve this crime or go do this thing. And Glum was always there and he was always saying, we're never going to make it. We're never going to make it. And then the Glum's friends were always like, so like be positive Glum and, Glenn was like, I'm positive.
We're never going to make it, right? So you start to combine exhaustion with cynicism. We're never going to make it. And then you have decreased effectiveness. That is what burnout is. And so why do people get burned out? So why do people get exhausted? I think there are some things, you know, individually from our own kind of wellness. Are we sleeping? Are we eating? Are we exercising?
Have people been nice to us? Have we had good interactions? Those are all things. How are we making sense of the situation? Like there are things where I feel trapped where maybe I'm not trapped. Maybe it's the way I'm making sense of the situation. Those things can have an effect.
And I think up to this point, there's been a lot of focus on that, on what the individuals do or don't do that causes burnout. But we exist within organizations. And so are we feeling like we're engaged with the organization? Do we feel like our well-being is supported by the organization? Is the organization making decisions in ways that support our well-being? And so what is well-being?
Well-being is this combination of this alignment with purpose, the sense that we are... Within our organization, we agree with their values, the mission, and what they're trying to achieve. And we're in alignment with that. When that's out of alignment, not so good. Autonomy, a sense that we're being heard.
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