Can People Change?

This article was first published November 2, 2009, at members.characterfirst.com.

We see ourselves as able to choose freely in each situation. But practically speaking, how many experience a shift in priorities large enough to make them more likely to make right choices vs. wrong choices?

We each know a story or two about someone who dramatically changed for the better or the worse. But why are these stories so rare?

Perhaps our conscious choices are not the only factor. If it were as simple as deciding what to do and then doing it, New Years’ resolutions wouldn’t be broken, nicotine patches would be obsolete, and programs like Character First! would be unnecessary.

But outside influences, whether the environment or people, do lead to many of our choices: even causing us to sometimes choose against what we “want.” In fact, we are so awash in outside influences that the question could probably be turned around: Can people avoid changing? And probably if we look at those changes, we’ll see that people—community—are/is involved at every step. So maybe it’s not change that’s rare–it’s just fast change.

Perhaps the best role Character First! can play is to help people build a community that is supportive of the natural person–changing aspects of community.

• Being part of a Character First! initiative doesn’t mean spending lots of time on the Members’ Library–it means taking little pieces you’ve gleaned about character and living them out here and there.

Don’t be intimidated by big terms like “successful relationships.” Pursuing personal character and the good relationships that follow is a very every-day sort of activity.

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Luke Kallberg manages website content for the Character Training Institute.

Can We Just Talk?

This article was first published October 19, 2009, at members.characterfirst.com.

Can people talk too much about character? I have this picture in mind of an employee meeting where the CEO announces the latest in a long line of employee development programs. This program happens to be character-based. Once again, it’s going to “change the way we do business!” Two ten-year veterans in the back glance at each other and roll their eyes.

A major goal at Character First! is to provide a “vocabulary of character.” When the talk is disproportionate to the walk, the program won’t just stagnate—people will actually decide to not let it work. There will be negative buy-in.

Edgar Schein of MIT has researched organizational culture, and he lists the following mechanisms whereby leaders can “embed” values into their organizations’ culture:

Schein’s Primary Embedding Mechanisms

• What leaders pay attention to, measure, and control on a regular basis
• How leaders react to critical incidents and organizational crises
• How leaders allocate resources
• Deliberate role modeling, teaching, and coaching
• How leaders allocate rewards and status
• How leaders recruit, select, promote, and excommunicate

Schein’s Secondary Articulation and Reinforcement Mechanisms

• Organizational design and structure
• Organizational systems and procedures
• Rites and rituals of the organization
• Design of physical space, facades, buildings
• Stories about important events and people
• Formal statements of organizational philosophy, creeds, and charters¹

All but one of Schein’s primary mechanisms are pure observed behavior. Yes, it is possible to talk too much—if your observed behavior is saying something else.

• If you’re a leader, each quality’s Leadership Tips are a must.
• Many Employee Tips are really tips on how to “embed” your values into your culture.

Reference:

¹Schein, E. H. (2004), p.246. Organizational Culture and Leadership. San Fransisco: Jossey-Bass.

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Luke Kallberg manages website content for the Character Training Institute.