1. Lubricating civic reconstruction:Reducing losses due to inter-organisational frictionFrank OConnor NZPsS PresidentConsultant, Moa Resources+64 21 386-911 franko@moa.net.nzNew Zealand Psychological Society - Annual Conference 2011

2. The scale of the disaster in Canterbury means thatthe recovery will require integrated and timelydecision making across a range of organisations The leadership and coordination of the multi-year recovery effortin Canterbury will involve varied groups, with differing interests Large amounts of work are being done, planned, communicatedand aligned 3. How will we keep the social agenda in sync with the structural agenda?There is no point in buildings, roads and sewersthat struggle to find users At no stage in its history, has the working population ofChristchurch needed to collaborate so much In the initial rescue phase, organisations assisted each other muchas neighbours reached over fences: without careful consideration offinances and future As the recovery phase took over, these organisations took stock oftheir situations, resources and mandatesWhat comes next? 4. He tangata he tangata he tangata 5. Time moves onDrawing back naturally from the generous help ofthese first phases. Some organisations found they had insufficient resource tomaintain early recovery efforts and had to reconfigure Others had delays in the supply of essential materials orknowledgeAdd the overlay of strain that results from theongoing stress of disruptions and delays toordinary ways of getting things done acrossorganisations 6. What are we seeing?Evidence is emerging of inter-organisational strainfollowing the phases Gordon outlines forindividuals But the losses of performance are much greater in impact whenthe linkages break down between, for example, an asset ownerand their lead contractor or a core health facility and itscontracted service providers What will keep institutions and organisations joined up, willingand able to act together when circumstances are ready? 7. What we need to recoverThere are social needs that underpin economicrecovery and they need attention too For people to get stuck into purposeful rebuilding activity ofwhatever kind is their lot, and stick with it until it is done wellenough, they need to: acknowledge a gap between what they had and what they now have be able to address that gap have confidence that the gap will stay addressed This appears to be the case for all individuals and applies withslight variation to groups, whether families, neighbourhoods ormore formal organizations 8. It is not necessary to change.Survival is not mandatory. W. Edwards Deming 9. A lot of stuff is bustedStructural assets, such as houses, factories, pipes,roads and wires, are both familiar and direct When I notice my window is broken, I want it fixed to keep windand rain out I find someone to do the work and, if needed, a way to pay them I choose someone who will do a good job so re-repair is notneeded Asset utility is reinstated to a sufficient standard Most people can do some of thisMany organizations did and are doing theirequivalent too: getting property, equipment, peopleand funds organized to do their work again 10. Munted: Made useless 11. Information is broken tooInformational assets who lives where where water, food or utility services are available which schools have able-to-use sports fields where parking spaces are commonly availableEach of these is familiar to those who use them a lot, and theinformation is stored in a variety of ways Rebuilding is less direct than for physical assets. users may be frustrated that they no longer know what they did reinstating useful knowledge is limited by ability to gather it replication channels pass on others learnings eg, Facebook Ongoing changes, due to additional damage as well as repairs, reduceconfidence in being able to use informationUncertainty kills information value 12. It is not the strongest of thespecies that survive, nor themost intelligent, but the onemost responsive to change Author unknown, commonly misattributed to Charles Darwin 13. New kinds of information are neededMany people struggle a bit with this sort of loss ofusable information, but they persist and graduallythe gap is filled or the importance of the gap is lostin all the other things that need doing Organisations are responding to address the explicit data lossesfirst Tacit know-how carried in peoples heads is less available due tothe strain of operating while fixing the structures that arent asthey wereInformation flows among organizations areconstrained by damaged infrastructure and bydistracted human carriers Workplace conversations spend less time talking about thework than used to be the case People guess differently about what might happen 14. Less tangible losses are felt tooRelationships are assets used for exchanges ofvalue to achieve social and economic objectives To share responsibilities eg for care of other people, especially those less able To produce goods and services To have fun and create stuffRelationships are familiar to those directly involvedand goodwill is held in different ways but the needfor rebuilding is less obvious Parties to a relationship may be aware that they no longerreceive or give what they did, and may wish to fix this Absences, distractions and reduced availability (face to face, byphone or other form) mean the relationships are no longer asable to exchange as they were 15. Friction goes up and fun goes downWith ability to reinstate relationships limited,confidence at being able to rebuild for the futuresuffers Relationships in families and in neighbourhoods show strain invarious way: frazzled interactions low tolerance of differences inflexibilityOrganisations feel the stress too, and relationshipswithin and among organisations show similardisruption Negotiations are more heated Agreement is more fragile Trust is harder to win Anxiety about keeping of promises on delivery of goods and servicesreceives frequent comment 16. Attitudes can be social and economic assetsSome enduring attitudes are values supportive ofproducing desired economic and social outcomes Fairness Impartiality Responsibility Trustworthiness And what about: Desire to get things done? Insistence on sufficient quality? Consideration for the needs of others? Attitudes are not as reliably described as are other classes ofasset But their loss has impacts on recovery 17. Rebuilding attitudes is often indirectPeople may be frustrated that they no longer feelwhat they did but have no sense of ability to changethe way they feel in their immediate setting or inthe likely future Many people have found that effort to take control of the messtheir house or factory is undone by a further aftershock a decision by an authority a departure of a child-care provider damage to a vehicle exacerbated by road conditions inability to get materials at a price that allows them to stay inbusiness Attempts to rebuild reflect this low ability, and frequently end inearly frustration 18. "I think were alla bit moreworried aboutthepsychologicalimpact on thepeople ofChristchurchthan theGovernmentsBudget.Finance Minister Bill EnglishThe Press 14 June 2011 19. Psychology is helpingEspecially with the several thousand who arementally woundedBut we can help more as a profession by focussingon the few thousand others who are leaders Businesses Services Communities Whanau Churches Social groups Sporting codesAll are necessary to rebuild society 20. To secure the wellbeing of our people,continuing leadership is neededEffective leaders enable their people to get on withtheir essential stuff Leaders are our best antidote to uncertainty They help us focus on what has to be done When we get stuff done, we all feel weve achieved something Were confident about doing something moreEven if another shake means we have to start overLeaders struggle just as the rest of us do, and must cope with more changes to the schedule adapt to the latest departures from the city find another person to do the work that is still needed 21. We cannot afford to loseleadership because ourpeople will lose heartWe need action to supportexisting highly effectiveleaders in the greaterChristchurch communityAnd for as long as it takes 22. Highest leverage on capability and persistenceAim: To identify and enhance the capability ofvarious kinds of leaders, so that they are more ableto keep goingThe confidence areas worth most attention in theseleaders? Immediate readiness to keep trying, and accepting other thingsare not ripe for immediate attention Short-term ability to get things done, and not taking on thingsbeyond present resources or permission Long term willingness to keep trying for the foreseeable futurewithin capacity and consent limits.In shaky collaboration of people in research at the University of Canterbury, in practicein Christchurch and at the Joint Centre for Disaster Research 23. As a profession. we are able to helpreceptive leaders tolead in the wide rangeof changing andchallenging situationsaheadAs the new physicalstructures come,these leaders will behelping thecommercial and socialstructures reframe,strengthen and growHow? Picture: Waikato Times 24. Address the stress: A process suggestionGather a group for a couple of hours to discuss theways in which they address the stress felt by thoseunder their leadership By focusing on what they have done that works, they reinforcetheir own effective coping strategies and encourage others to trythem There is little need for theory or self-disclosure, beyonddescribing the situation sufficiently for others to see why theleadership choice made was suitable and likely to be effective While an example of a detailed stress management processfollows, there are many others More important is facilitation that helps participants discriminateWhat Works versus What Mightnt 25. Discuss ways that work To notice ordinary leaders responses/reactions to abnormalevents including change, loss, grief and trauma To listen effectively and respond to those who look to you forleadership when they are stressed or distressed To support someone who is coping well at present and shows no present vulnerability coping variably at present and shows some vulnerability not coping at present and shows high vulnerability likely to benefit from specialist help 26. Past, present and futureWhich is causing theconfusion and delay?Look at differing needs In the past, affecting immediatereadiness to keep trying, andWillingaccepting that other things are Readynot ripe for immediate attention Able Today, affecting short-termability to get things done, andnot taking on things beyondpresent resources or permission In future, affecting long termwillingness to keep trying for theforeseeable future withincapacity and consent limits 27. There is much we can do to improve resilienceEspecially if we focus on how people are copingand help them carefully with the particularchallenges they face, not with the general challengethe city facesWe dont want to teach a set of strategies that haveto be unlearned if matters get worse for folk 28. Example agenda: Information session A very busy hourWho am I concerned about? Extra time in skill building sessions Colleagues?Background to the strain Friends?Christchurch people face Family? Physical changes traffic, exercise,access Informational changes where things What am I concerned about?are now Events in the past Social changes whos about family, friends Things happening today Attitudinal changes risks and worries Things that might (or might not)Stress responses happen What everybody doesHow do I do the triage thing a colleague a friend or family member myself What some people do What makes things worse Discussion on what we can do How do I react? How do my friends see me? whenWhat makes it harder to get work Getting help (from )done Uncertainty in programmes Helping others cope better Uncertainty in colleagues / clients Helping myself cope better Uncertainty in self / close family What can I do about my uncertainties