If you follow our FWC Commission meetings, you are probably aware of the high level of change we are undergoing right now as an agency. Long-time commissioner (and former chair) Brian Yablonski is leaving FWC to join the Property and Environmental Research Center in Bozeman, Montana. Commissioner Yablonski served for 14 years on the Commission and became a strong advocate for science-based decision making and an ardent supporter of FWC/FWRI. This creates a vacant commission position that will be filled in the near future. We also had two new Commissioners appointed: Sonya Rood from St. Augustine who replaces Liesa Priddy, and Gary Nicklaus, who replaces Ron Bergeron. If that’s not enough for you, our Executive Director, Nick Wiley has left FWC to take a position with Ducks Unlimited. At the last Commission meeting Eric Sutton, our former Assistant Executive Director, was appointed new FWC Executive Director. Shortly thereafter, Thomas Eason, former Director of our Division of Habitat Species and Conservation, was selected as the new FWC Assistant Executive Director. Eric and Thomas’ selection maintains a strong thread of continuity as we transition to new leadership. They are both accomplished biologists and leaders who understand and appreciate the value of science-based resource management.
I know that so many changes happening at once tend to create a bit of uncertainty, if not anxiety. This form of anxiety is so common that an entire industry has developed dedicated to managing organizational change. While everyone deals with change in their own way, I would like to offer a few thoughts on the topic. Anxiety related to organizational change usually has two components: 1) how the changes might affect someone personally and 2) how the changes might affect the organization itself.
At the individual level, people often are concerned about how organizational change might affect their professional (or personal) well-being. There is an increasing body of evidence (and associated cottage industries springing up) that well-being, or happiness in general, is much more dependent on how the individual reacts to a situation rather than external factors associated with the situation itself. Fundamentally, the resiliency factor that allows people to deal with change effectively is self-awareness. In turn, self-awareness is a cornerstone of emotional intelligence, a set of behavioral attributes that refers to how one recognizes and manages their emotions and forms productive interpersonal relationships. The connection between self-awareness and happiness has spawned a “mindfulness” industry that focuses on helping people free their mind, become more self-aware and improve their well-being. This is far from a new concept. While we associate meditation or similar exercises with Buddhism and Hinduism, every major religion includes elements related to self-awareness and managing one’s emotions and behavior. It is not always easy to do, but when faced with uncertainty or change, focusing inward rather than outward is often the most productive first step.
Much like individual response to change depends on one’s outlook, at the organizational level the effect of change often depends on the organizational culture. There is a huge body of literature associated with organizational culture and even tools for assessing organizational culture. Much of the research into organizational culture settles into a characterization based on shared values, common assumptions and approaches to doing work. One of the more useful constructs is illustrated in the figure at left. This diagram characterizes organizations based on two axes: stability vs. flexibility in work approaches and internal vs. external focus of the organization. In this framework, FWC clearly falls out with the clan organizational culture archetype. This type of culture is representative of a family-style work environment where decision making is collaborative and teamwork is fundamental to work operations. The internal focus refers to a culture that emphasizes internal integration and unity vs. an external approach focused on rivalry and differentiation. Some basic assumptions in the clan organizational culture are that workload can best be managed through teamwork and employee development and that the role of leadership is to empower employees. Promotion of this type of organizational culture has been cited as a major factor in Japanese industrial success post World War II and was adopted by many American firms decades later. Turnover of a few positions, even among leadership, is less likely to dramatically change culture in our type of organization than a more hierarchical agency. It is clear to me that the new leaders in FWC appreciate and embrace our culture, and that they will be looking for all our help to find ways to strengthen it.
Finally, it is important to keep in mind that change will often catch us off guard despite our best attempts to prepare for it. According to legend, the Greek playwright Aeschylus, ironically known as the father of tragedy for his dramatic works, was reportedly killed by a tortoise dropped by an eagle who mistook the playwright’s bald head for a rock. This untimely end occurred while Aeschylus purposefully spent most of his time outdoors after an oracle told him he would be killed by a falling object.