1. Lubricating civic reconstruction:Reducing losses due to inter-organisationalOConnor PsycSoc Conf 2011 Moa Resources p 1frictionFrank O'ConnorNZPsS 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 alignedOConnor PsycSoc Conf 2011 Moa Resources p 2 3. OConnor PsycSoc Conf 2011 Moa Resources p 3 4. How will we keep the social agenda in syncwith 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?OConnor PsycSoc Conf 2011 Moa Resources p 4 5. He tangata he tangata he tangataOConnor PsycSoc Conf 2011 Moa Resources p 5 6. OConnor PsycSoc Conf 2011 Moa Resources p 6Time 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 7. 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?OConnor PsycSoc Conf 2011 Moa Resources p 7 8. 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 organizationsOConnor PsycSoc Conf 2011 Moa Resources p 8 9. It is not necessary to change.Survival is not mandatory. W. Edwards DemingOConnor PsycSoc Conf 2011 Moa Resources p 9 10. 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 againOConnor PsycSoc Conf 2011 Moa Resources p 10 11. Munted: Made uselessOConnor PsycSoc Conf 2011 Moa Resources p 11 12. 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 valueOConnor PsycSoc Conf 2011 Moa Resources p 12 13. It is not the strongest of thespecies that survive, nor themost intelligent, but the onemost responsive to change Author unknown, commonlymisattributed to Charles DarwinOConnor PsycSoc Conf 2011 Moa Resources p 13 14. 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 happenOConnor PsycSoc Conf 2011 Moa Resources p 14 15. OConnor PsycSoc Conf 2011 Moa Resources p 15 16. 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 wereOConnor PsycSoc Conf 2011 Moa Resources p 16 17. OConnor PsycSoc Conf 2011 Moa Resources p 17 18. 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 commentOConnor PsycSoc Conf 2011 Moa Resources p 18 19. 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 ofassetBut their loss has impacts on recoveryOConnor PsycSoc Conf 2011 Moa Resources p 19 20. 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 frustrationOConnor PsycSoc Conf 2011 Moa Resources p 20 21. "I think we're alla bit moreworried aboutthepsychologicalimpact on thepeople ofChristchurchthan theGovernment'sBudget.''Finance MinisterBill EnglishThe Press14 June 2011OConnor PsycSoc Conf 2011 Moa Resources p 21 22. 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 societyOConnor PsycSoc Conf 2011 Moa Resources p 22 23. 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 neededOConnor PsycSoc Conf 2011 Moa Resources p 23 24. 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 takesOConnor PsycSoc Conf 2011 Moa Resources p 24 25. Highest leverage on capability andOConnor PsycSoc Conf 2011 Moa Resources p 25persistenceAim: 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 26. OConnor PsycSoc Conf 2011 Moa Resources p 26As 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 27. 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 MightntOConnor PsycSoc Conf 2011 Moa Resources p 27 28. 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 helpOConnor PsycSoc Conf 2011 Moa Resources p 28 29. Past, present and futureWhich is causing theconfusion and delay?Look at differing needs In the past, affecting immediatereadiness to keep trying, andaccepting that other things arenot ripe for immediate attention 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 limitsOConnor PsycSoc Conf 2011 Moa Resources p 29ReadyAbleWilling 30. There is much we can do to improveOConnor PsycSoc Conf 2011 Moa Resources p 30resilienceEspecially if we focus on how people are copingand help them carefully with the particularchallenges they face, not with the general challengethe city facesWe don't want to teach a set of strategies that haveto be unlearned if matters get worse for folk 31. Example agenda: Information session A very busy hourExtra time in skill building sessionsBackground to the strainChristchurch people face Physical changes traffic, exercise,access Informational changes where thingsare now Social changes whos about family, friends Attitudinal changes risks and worriesStress responses What everybody does What some people do What makes things worse How do I react? How do my friends see me?What makes it harder to get workdone Uncertainty in programmes Uncertainty in colleagues / clients Uncertainty in self / close familyWhat can I do about my uncertaintiesOConnor PsycSoc Conf 2011 Moa Resources p 31Who am I concerned about? Colleagues? Friends? Family?What am I concerned about? Events in the past Things happening today Things that might (or might not)happenHow do I do the triage thing a colleague a friend or family member myselfDiscussion on what we can dowhen Getting help (from ) Helping others cope better Helping myself cope better 32. OConnor PsycSoc Conf 2011 Moa Resources p 32