Organizations and people are not gullible because they believe statements that appeal to them or really would like a way to make sense of a complex interactional workplace. The experiment shows that 84% of us have shared concerns, beliefs, needs, and areas where we feel weakness but do not think that others share these challenges.
All behavior traits we attribute to leaders are the same actions of a decent person. Defining in-group behavior characteristics are hyperbolic or a dangerous way for incompetent managers to reinforce their misattribution of success.
Using a value proposition to create a permeable boundary that can frame the value that the departments or programs offer & continual feedback of ‘what works’ to change and adjust the entire process. Creating a shared sense of direction.
Most organizational change as well as leadership development efforts fail because the executive team or human resources or consultant – believe that following a predictable path and sharing a recipe is all that people need. I have been guilty of this…
Within the team building and managerial leadership world there is so much information and Jargon Monoxide that everyone feels overwhelmed. The challenge is determining what works within organizations is complex. Beliefs, false ideas, reinforced negative theories of work, personal fallacies about competence, improper systems in place for promotions, onboarding and hiring.
Without a Shared Goal or a what am I doing here? what are you doing here? what are we expected to accomplish? – defined as a what by when. People will choose what they feel is best, or they choose what those around that feel is right.
We cannot know + control + understand all the outcomes that may / will happen. This is where judgment & using process (actions) while examining results (outcomes) shows that when a group of smart people work together, with the proper context & tools, great things can happen. This is innovation & people working to their full capacity.
By having people do something (not too scary or different) that appears to be novel or unique may be a sufficient change to break their “stuckness in thinking” or the existing patterns of behavior the team exhibits. Once we can shift behavior patterns people sometimes see better, novel, more innovative ways of doing their work.
Work has the power to be a healing place with mutual trust behaviors or a place of pain with trust repelling behaviors. My argument is that everyone wants to do their best work & have high mutual trust attracting workplaces. They just don’t know what they don’t know, or are working from a bad theory of work.
Prior to assuming that “we have strong personalities” and removing (or abdicating) the accountability & authority of the direct manager to an external assessment several questions need to be answered.