Editorial

Citation

Gimson, A. (2015), "Editorial", Development and Learning in Organizations, Vol. 29 No. 4. https://doi.org/10.1108/DLO-05-2015-0045

Editorial

Article Type: Editorial From: Development and Learning in Organizations: An International Journal, Volume 29, Issue 4

Anne Gimson

Anne Gimson is the Editor of DLO, based at Bateson House, Strategic Developments International Ltd., Abergavenny, UK. E-mail:anne.gimson@googlemail.com

Introduction

The overall theme for this issue is one of “conversation”. Our authors scrutinize communication at interpersonal levels, between manager and team members, mentor and mentee or older and younger workers. And we probe the importance of organizational-level conversation and communication; does our culture promote trust, dignity and meaningful relationships at work?

Our Viewpoint, from Nigel Purse, sets the scene (pages 3-5). We are first reminded of the evidence that people’s engagement at work is directly correlated with the quality of their relationship with their line manager – and levels of engagement drive improved organizational performance. We are then offered an elegant summary of five critical conversations that will build trusting relationships between leaders and their team members. For me, his focus on honesty and authenticity is particularly refreshing.

Ralph Palliam and Robert Ankli set us a further challenge (pages 6-9). If we are communicating with one another authentically, are we establishing a culture where work is dignity? Not something that would be on the tip of most people’s tongues within an organizational setting. However, the differences between high performing workplaces and what the authors term “high-quality” workplaces are well worth mapping on to your own organization. Management theory from a humanistic perspective – now that is something to get excited about!

The possibility of establishing an organizational culture where interpersonal trust is the norm is examined by Ron Portis (pages 10-13). He sets out five examples of the types of cueing strategies that might facilitate and affirm trust as an organizational norm and flags the danger of using them as devices to try and manipulate employee perceptions. Each one of the five involves how we communicate with our employees through what we say and what we do.

We are facing significant demographic changes in Europe due to the increasing number of workers aged +55 years, later retirement thresholds and lower birth rates. Donald Ropes shares the results of an intriguing European Union project (pages 14-18), in which a toolkit for intergenerational learning was created to address the challenges flagged in their initial research. And the added beauty is that the toolkit has already been tested by 43 organizations in six European countries. Knowledge capturing sessions and mentoring are just two of the ready-to-use mechanisms to bridge any generational divide and ensure older workers continue to be engaged in meaningful learning activities.

Mentoring relationships do not always run smoothly, and Julie Starr provides a helpful overview of what can go wrong (pages 19-21). She points out that the process can shift towards a “managing” relationship due, either, to pressure from a wider organizational agenda or because the mentor feels more comfortable in a “manager” role. However, the article flags that this is not automatically a bad thing and provides ways of redressing the balance to ensure both mentors and mentees are fully engaged in the relationship. The topic of mentoring is also addressed in our first review article, “The value of mentoring – A mutually beneficial experience for mentor and mentee” (pages 22-24).

In “A positive focus to lessen the stigma – How to increase engagement in coaching” (pages 25-27), options on how coaching should be positioned and communicated are explored. The, sometimes, close connection between coaching and therapy can be off-putting to some people in an organizational context. The recommendation here is to ensure your coaching offering is, and is communicated as, strengths-based, future-orientated and results-focused.

In “Upward career mobility”, (pages 28-30) we are asked to consider two routes to a successful career. One track is based on having a close fit with organizational values and gaining senior sponsorship as a result. The other is based less on fit and relationships and more on capabilities, qualifications and track record of performance, thereby making the individual more marketable. With greater levels of concern in many organizations about unconscious bias, we might do well to consider which track our own processes lean towards.

Given the level of interest in emotional intelligence in organizations, “Emotional management in the workplace” (pages 31-33) provides an interesting review of the impact of age and experience as predictors of what is called “emotional labour”, particularly in situations of stress. Take a look at the definitions of “deep acting” and “surface acting” – and perhaps ponder on your own strategies for effectively managing your emotions – an important element of any conversation, whether stressful or not.

I hope you find at least one thing that resonates for you and your organization, as there is no doubt in my mind that quality, honest and authentic conversations can be transformational for both individuals and workplaces.