C. Richard Barnes and Associates, LLC Atlanta, Georgia

1. C. Richard Barnes and Associates, LLCAtlanta, Georgia 21st Century Work Force Challenges for Labor and Management Workplace Partnership Conference 26th November 2008 Tullamore Court Hotel

6. Defensive Culture Syndrome

9. Passive Defensive Behaviors Avoidance � Reflects a behavior where people shift responsibility to others, avoid blame, negative reward system with no accountability. Conventional � A don't rock the boat mentality, follow instructions, make a good impression, conservative and bureaucratic; people follow the rules around here! Dependent � No creative thought, non-participative, centralized decision making and employees do what they are told. Approval � No independent action; avoid conflict at all costs, strive to be liked by others; constantly seek approval from their superiors. Jobs are narrowly defined and supervision is intense. "Managers rarely catch employees doing things right, but never miss when they do something wrong.

10. Aggressive Defensive Behaviors Competitive -Based on a need to protect one's status by comparing one's self to others, outperforming them and never appearing to lose. People high in this style seek recognition and praise from others; view even non-competitive situations as contests or challenges to "prove" themselves and try to maintain a sense of superiority. Power � Reflects needs for prestige and influence, and the tendency to equate self-worth with controlling others. People with strong tendencies toward this style dictate (rather than guide) others' actions, try to run everything themselves and treat others in aggressive and forceful ways. Opposition - Reflects a need for security that manifests itself in a questioning, critical and even cynical manner. Though people high in this style ask tough questions that can lead to better ideas, they might also emphasize even minor flaws, use criticism to gain attention and blame others for their own mistakes. Perfectionist - Based on the need to attain flawless results, avoid failure and the tendency to equate self-worth with the attainment of unreasonably high standards. People high in this style are preoccupied with details, place excessive demands on themselves and others and tend to show impatience, frustration and indifference toward others' needs and feelings. A culture that focuses on avoiding mistakes rather than making improvements; a classic stress creator

11. Defensive Cultures Defensive cultures resist change. People are expected to focus on how well they are doing, as opposed to how well the group or the organization � or customer � is doing. They tend to operate in departmental silos. In the past, defensive cultures fared well, producing consistent, reliable products and services because changes in the environment such as technology, demography and competition have been slow-moving. But today they are ill-equipped to respond to rapidly changing customer needs, surging competition and revolutionary advances in technology. 

12. Constructive Cultures In contrast, constructive cultures tend to be outward-looking and responsive to market and technological changes. They expect achievement at both the individual and the group level. Collaboration and coordination across organizations are not optional � it is how they operate. In businesses generally, those with a constructive culture deliver superior long-term performance and more satisfied customers and employees. 

13. Constructive Behaviors Achievement � Organizations that do things well and values employees who set and accomplish challenging but realistic goals. Problems are solved and the focus is to pursue a standard of excellence. Improvement � An organization that values creativity and innovation. It encourages members to learn and grow. Encouraging � Organizations that are managed in a highly participative and people-centered manner. Employees are expected to be supportive and helpful to one another. Affiliate - An organization that places great value on interpersonal relationships. Relationships are built with one another, loyalty is to their �team� and there is a sense that I fit in.

15. All living things, whether plants or animals, people or organizations move from periods of vitality and growth to periods of decline and disintegration. During growth, leaders respond creatively to challenges. During decline , they respond mechanically, relying on responses that have been successful in the past.All living things, whether plants or animals, people or organizations move from periods of vitality and growth to periods of decline and disintegration. During growth, leaders respond creatively to challenges. During decline , they respond mechanically, relying on responses that have been successful in the past.

16. The history of organizations reveals a common pattern. They are formed or re-structured by the creative force of one person or a small group of people. They possess a vision; an idea that is exciting and unique--often one that others thought impossible to achieve-- an idea that eventually mobilizes others. It is arguable whether visionaries succeed despite their personalities, or because their personalities contribute to the generation of ideas. Dr. King touched people�s heart and evoked a response that altered a nation. The history of organizations reveals a common pattern. They are formed or re-structured by the creative force of one person or a small group of people. They possess a vision; an idea that is exciting and unique--often one that others thought impossible to achieve-- an idea that eventually mobilizes others. It is arguable whether visionaries succeed despite their personalities, or because their personalities contribute to the generation of ideas. Dr. King touched people�s heart and evoked a response that altered a nation.

17. You might be a Visionary if: John C. Wells is a visionary! I knew it the first time I saw his itinerary. Dependent. Impatient with details. Can Invent the lightbulb! Can�t screw it in. John C. Wells is a visionary! I knew it the first time I saw his itinerary. Dependent. Impatient with details. Can Invent the lightbulb! Can�t screw it in.

18. Risk Taker Their energy and faith in the future energizes the people who work for them. As organizations grow they differentiate: Vertically by rank and horizontally by specialization. This requires consultation with others and slows the decision making process. This create real conflict for the RISK TAKER They tend to barge through the headquarters staff and take their programs directly to the first-line employees, the people who stare the customer in the eye. Risk Taker Their energy and faith in the future energizes the people who work for them. As organizations grow they differentiate: Vertically by rank and horizontally by specialization. This requires consultation with others and slows the decision making process. This create real conflict for the RISK TAKER They tend to barge through the headquarters staff and take their programs directly to the first-line employees, the people who stare the customer in the eye.

19. You might be a Risk Taker if:

20. Builder If the leadership is only the Visionary and the Risk-Taker the growth of the organization will be arrested. They see and work toward the future but they tend to trip all over the present. Now leadership has to take on a different character. It must be shared, delegated and increasingly collaborative. Builder If the leadership is only the Visionary and the Risk-Taker the growth of the organization will be arrested. They see and work toward the future but they tend to trip all over the present. Now leadership has to take on a different character. It must be shared, delegated and increasingly collaborative.

22. Administrator There is an inherent conflict between the impetus for growth and customer service and the need for order. Administration is important but if it becomes dominant, decline will begin. Is a defensive posture a problem? Military history has repeatedly proved that the decision to assume a defensive posture, to merely hold territory, is the decision that eventually leads to defeat. Administrator There is an inherent conflict between the impetus for growth and customer service and the need for order. Administration is important but if it becomes dominant, decline will begin. Is a defensive posture a problem? Military history has repeatedly proved that the decision to assume a defensive posture, to merely hold territory, is the decision that eventually leads to defeat.

24. We�re not talking about the passive government employee who delays your mama�s Medicare payment. This is a far more dangerous individual who spins that tight web of control under the guise of cost savings and efficiency. At the same time he�s building his little empire. Although his empire is a conglomeration of the past creativity of others he is not deterred. He�s in charge! I call it the Alexander Haig syndrome. Bureaucracy has its own system of values, with its own rewards that impels its members to perpetuate the controls. We�re not talking about the passive government employee who delays your mama�s Medicare payment. This is a far more dangerous individual who spins that tight web of control under the guise of cost savings and efficiency. At the same time he�s building his little empire. Although his empire is a conglomeration of the past creativity of others he is not deterred. He�s in charge! I call it the Alexander Haig syndrome. Bureaucracy has its own system of values, with its own rewards that impels its members to perpetuate the controls.

26. Official Bureaucratic Buzz Phrase Projector

27. Isn't this the greatest airlines? You know they have the highest percentage of unionized workers of any airlines (80%). I was on their plane last week flying from Nashville to Las Vegas. We hit some rough weather as we approached Dallas and hit the ground fast. The next sound I hear over the intercom was Whoa Boy! Then from the co-pilot, Yeehaw!!! After everyone caught their breath, laughter filled the aircraft. The flight attendant said Ladies and Gentlemen, welcome to Dallas' Love Field. We appreciate you flying with Southwest today and if you enjoyed your flight, please tell your friends about Southwest. However, if you didn't particularly care for that landing, please tell them you flew Delta. As we approached Las Vegas, the wind was whipping across the runway; crosswinds of 15-20mph. The plane hit hard and bounced, it hit and bounced a second time and then a third time. When we taxied to the gate, I let an elderly lady step into the isle in front of me. She was walking with a cane and when she reached the cockpit door, she leaned her head inside and said "Which one of you boys is the Pilot?" The Captain turned to her and said I am ma'am could I help you? She said "This is my first time to fly and I just want to know, was that a good landing or did we get shot down?" Isn't this the greatest airlines? You know they have the highest percentage of unionized workers of any airlines (80%). I was on their plane last week flying from Nashville to Las Vegas. We hit some rough weather as we approached Dallas and hit the ground fast. The next sound I hear over the intercom was Whoa Boy! Then from the co-pilot, Yeehaw!!! After everyone caught their breath, laughter filled the aircraft. The flight attendant said Ladies and Gentlemen, welcome to Dallas' Love Field. We appreciate you flying with Southwest today and if you enjoyed your flight, please tell your friends about Southwest. However, if you didn't particularly care for that landing, please tell them you flew Delta. As we approached Las Vegas, the wind was whipping across the runway; crosswinds of 15-20mph. The plane hit hard and bounced, it hit and bounced a second time and then a third time. When we taxied to the gate, I let an elderly lady step into the isle in front of me. She was walking with a cane and when she reached the cockpit door, she leaned her head inside and said "Which one of you boys is the Pilot?" The Captain turned to her and said I am ma'am could I help you? She said "This is my first time to fly and I just want to know, was that a good landing or did we get shot down?"

29. Consultants come in tell them that can production is not the area of high growth. They diversify - with no expertise in insurance, gas and energy acquisitions. They abandoned their core business. They appeared to be ashamed to be known as the �can company.� Debt increased - shareholder value declined and they became a takeover target.Consultants come in tell them that can production is not the area of high growth. They diversify - with no expertise in insurance, gas and energy acquisitions. They abandoned their core business. They appeared to be ashamed to be known as the �can company.� Debt increased - shareholder value declined and they became a takeover target.

30. Consultants come in tell them that can production is not the area of high growth. They diversify - with no expertise in insurance, gas and energy acquisitions. They abandoned their core business. They appeared to be ashamed to be known as the �can company.� Debt increased - shareholder value declined and they became a takeover target.Consultants come in tell them that can production is not the area of high growth. They diversify - with no expertise in insurance, gas and energy acquisitions. They abandoned their core business. They appeared to be ashamed to be known as the �can company.� Debt increased - shareholder value declined and they became a takeover target.

31. Consultants come in tell them that can production is not the area of high growth. They diversify - with no expertise in insurance, gas and energy acquisitions. They abandoned their core business. They appeared to be ashamed to be known as the �can company.� Debt increased - shareholder value declined and they became a takeover target.Consultants come in tell them that can production is not the area of high growth. They diversify - with no expertise in insurance, gas and energy acquisitions. They abandoned their core business. They appeared to be ashamed to be known as the �can company.� Debt increased - shareholder value declined and they became a takeover target.

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34. Choose your words carefully In China, Pepsi�s Come alive with the Pepsi Generation translated into Pepsi brings your ancestors back from the grave. Frank Perdue�s chicken slogan, it takes a strong man to make a tender chicken was translated into Spanish as, it takes an aroused man to make a chicken affectionate.Choose your words carefully In China, Pepsi�s Come alive with the Pepsi Generation translated into Pepsi brings your ancestors back from the grave. Frank Perdue�s chicken slogan, it takes a strong man to make a tender chicken was translated into Spanish as, it takes an aroused man to make a chicken affectionate.

35. Expectations - Decorating our first house. Motown back-up group! Perceptions - Mental Images Pilot on Southwest Last week was �Slim Chance� Expectations - Decorating our first house. Motown back-up group! Perceptions - Mental Images Pilot on Southwest Last week was �Slim Chance�

36. Choose your words carefully In China, Pepsi�s Come alive with the Pepsi Generation translated into Pepsi brings your ancestors back from the grave. Frank Perdue�s chicken slogan, it takes a strong man to make a tender chicken was translated into Spanish as, it takes an aroused man to make a chicken affectionate.Choose your words carefully In China, Pepsi�s Come alive with the Pepsi Generation translated into Pepsi brings your ancestors back from the grave. Frank Perdue�s chicken slogan, it takes a strong man to make a tender chicken was translated into Spanish as, it takes an aroused man to make a chicken affectionate.

37. Choose your words carefully In China, Pepsi�s Come alive with the Pepsi Generation translated into Pepsi brings your ancestors back from the grave. Frank Perdue�s chicken slogan, it takes a strong man to make a tender chicken was translated into Spanish as, it takes an aroused man to make a chicken affectionate.Choose your words carefully In China, Pepsi�s Come alive with the Pepsi Generation translated into Pepsi brings your ancestors back from the grave. Frank Perdue�s chicken slogan, it takes a strong man to make a tender chicken was translated into Spanish as, it takes an aroused man to make a chicken affectionate.

45. C. Richard Barnes and Associates, LLCAtlanta, Georgia 21st Century Work Force Challenges for Labor and Management