10/03/2019 – ReSolutions Weekly.

ReSolutions Weekly

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Weekly resolutions of 3 October 2019. PDF

 

In summary this week

Undertake

1. If your company does not innovate it’s not your fault.

2. The company virtuoso.

3. Democratizing the company by giving employees real power of decision.

4. Where self organization is going.

Transform

5. Designing a listening organization.

6. Working with organizational trauma. Insight from the field.

7. The organization did not organize.

Progress

8. What makes us stupid: Culprit # 2: Knowledge.

9. Know what hinders you and what motivates you, that’s the key to leadership.

10. The best bosses are also the most humble.

Synthesis of the selected articles

. If your company does not innovate it’s not your fault.
(P. Silberzahn, 09/2019)

Weekly resolutions of 3 October non-innovative 2019.Entreprise

Often, the reason why an organization does not innovate, rather it is because she is too well managed. It is this good management that prevents innovation. Without awareness of this paradox, the attempted solutions fail.

A conflict of commitment

In a successful business, the reasons that oppose innovation are precisely those that make its success today :  a strong culture focused on execution, iron discipline, a drastic cost control, monitoring daily performance, quarterly performance horizon.

The sincere commitment to the preservation of current performance – vital in conflict with the equally sincere commitment to innovate. And among those that is always current performance that prevail.

We can leave the adversarial posture in which management blames his managers not to innovate while they reproach him to stop them . We know that such a posture is the first obstacle to change. Yet it is classic.

Instead of designating a culprit, we can now say « Given the conflict we have between two sincere commitments, how can we move forward to solve it? « 

2. The human company.
(Gerard Carton, 09/28/2019)

Weekly resolutions of 3 October 2019. The human enterprise

Beliefs and « philosophies » of the leaders on « collaborators » influence at the highest point the organization and culture of their companies.

McGregor in 1960 two types of companies, which he calls « X » and « Y ».

Leaders and managers of companies « X » think for  most  people, work is a strain , so they need to be « framed » controlled and that the tasks are to be divided, organized in processes requiring indicators costed, detailed, accurate and punishment of breaches of the rules.

Leaders and managers of companies « Y », think that  most  people like to work, love grow, learn , feel responsible, and accountable, capable of intelligent initiatives, useful, and treasury. For them, performance is linked to autonomy.

That is what we fix our gaze that confirms our beliefs and manufactures our reality. So, do we look at:

– In « X », which is wrong and the performers below.

– In « Y », which will and efforts, progress, performance.

– In « X » cynical realism is called, kindness is « naïve ».

– In Y realism is to observe that the autonomy and self-requirement are carrying far more satisfactory and durable than those made under duress and pressure.

3. To democratize the company must give employees real power of decision.
(Be Fabien, 09/26/2019)

Weekly resolutions of 3 October 2019. The democratization of business by the economic bicameralism.

Isabelle Ferreras, a researcher at Harvard, « wage work knows no democracy. » To change things, it advocates the introduction of « economic bicameralism ». The system based on the theory of shareholder value Milton Friedman (the production of shareholder value is the Objective 1) is being handed fundamentally in question.

The company is above all  a political entity, formed by two investment categories  : capital and labor, more than merely stakeholders of the company are the « constituents  « .

The status of SA organizes the representation of the interests of shareholders , but under-developing the investor work.  The bicameral model offers the worker a power in the company, through the establishment of a « House of Representatives work in investors. »

Top management is no longer the emanation of shareholders alone, but that of the two chambers . He became the executive, responsible for finding workable compromise between shareholders and workers, so that the business plan can move forward in spite of potential confrontations.

has main current barrier is cultural : we inherit a history that separate the economy from the rest, which made us believe that equality exists only in the policy.

4. Where self organization is going.
(Anita Klaver, 09/30/2019)

Weekly resolutions of 3 October 2019. The major trends of holacracy

Some trends in the field of holacracy .

A Holacracy organization requires more ‘internal psychological capacity’ of people. This leads to two questions: first of all, how can we measure and aussi prepare for readiness for a Holacracy implementation? SECONDLY how can we hire people and Develop Who thrive in a Holacracy organization.?

A Renewed careful about finding true purpose as individual and company: True purpose can be spiritual, idealistic, practical and pragmatic with more and more the social impact reflected in it.

Pathways for solving interpersonal tensions. The thinking is to Develop pathways (like we-have to role based process voltages) aussi for interpersonal tensions.

Increased awareness of psychological safety and a question about how to deal with it 1) Make people aware of self and others and Their Biases and Assumptions; That pulls you more into touch with the other; 2) Teach employees self-management skills. Help employees Understand That They Can take responsibility for psychological safety Themselves; 3) Agree one group norms (eg do not judge, first ask why) 4) Create a feedback culture 5) Encourage everybody to share stories of What They bumped into and What They Learned (story telling)

An incremental implementation of self-organization based on the business needs is still in search With Some promising works Such As Michael Deangelo’s efforts.

5. Designing a listening organization.
(Naomi Stanford, 09/30/2019)

Weekly resolutions of 3 October 2019. Designing listening organizations

Reviews The most basic and Powerful way to connect to Reviews another person is to listen. Just listen. It’s an art-have we neglected and must learn anew. ALTHOUGH has better listening Produces more satisfying interactions entre conterparts  there is little organizational focus is listening .

Designing listening organizations is there to help with Their potential benefits of year Increased:

  • Increased citizen participation and trust in institutions
  • Trust in business and Improved reputation and customer satisfaction, leading to more sustainable businesses
  • business productivity and efficiency through motivated employees engaged
  • Including social equity focus to the voices of ignored and Marginalized groups
  • ethical and effective approaches in political communication, marketing communication, public relations, corporate communication, organizational communication, and other public communication practices.

A better listening can not be Achieved by simply listening Adding a tool or solution, Such As listening posts, gold ‘-have your say’ page was website.

Effective listening requires organizational architecture year of listening , designed into an organization and be Deployed in a coherent complementary way, comprenant specific Elements Such As a cultural and policies of listening; structures, processes, resources and skills for listening; articulation of listening to decision-making and policy making.

6. Working with organizational trauma. Insight from the field.
(Philippe Landlord, 09/23/2019)

Selection and synthesis articles. Weekly resolutions of 3 October 2019. Organizational trauma.

The extent to qui the ‘trauma knot’ is stuck depends on the origin. It Can Be Either.
– internal or external ,
– acute or Develop little by little .

To undo the « trauma knot » is from difficulty to difficulty When is extremely Oringin is:

  1. Sudden & External ;
  2. Sudden & Internal :
  3. Little by little & External ;
  4. Little by little & Internal .

Estimating how tight the ‘trauma knot’ is in keeping with Mind That  there is Often a real temptation to suggest the state of affairs is better than it is Actually.
You must be reliable to Recognize The incident the organization is stuck on .

– Your physical awareness  (the somatic component) is of crucial importance.

You’ve probably already Noticed kind of a knot in your stomach gold proverbial drop in temperature in the room after-Was something said. Learning to use thesis sensations as information is an significant component When working with groups.

– Your analytical understanding aussi plays apart in being reliable to Identify the exact rent of the bread That HAS led to the trauma Becoming ‘stuck’.

Working with organizational trauma Involves using your head still while listening to gut feelings. 

For this reason, it is vital That You, as a counselor, continues to Develop and Deepen your knowledge, skills and insights through education, literature and self-examination. You’ll Increase the sensitivity of your ‘trauma radar’ as a result.

7. The organization did not organize.
(Arnaud Tonnelé, 29.09.2019)

Weekly resolutions of 3 October 2019. The organization did not organize.

Naively, one might think that an organization must be used to organize, that is to say  :

  1. define the most efficient mode can to accomplish tasks;
  2. freeze this mode of operation some time, for it has time to grant for which it was designed.

These two concepts (efficiency and stability) seem less and less considered in reorganizations , linked together happily before they could produce anything.

Added to the fact that the problems are now so « psychologisés » that employees internalize their difficulties: if they fail to do their job is necessarily their fault.

One need only stroll in a newsagent or a bookseller to measure how psychology has replaced sociology as analysis grid [1] .

How dysfunction include problems that are not addressed . How dysfunction appear without solutions simply because they themselves are the solution to another problem not addressed to the example of organizations and hierarchies inconsistent distorted solely because of the disagreement between leaders and assistants and consequence their discord.

The tragedy is that they can lead to the resignation of employees who do not then manage to get rid of the bitter feeling of not being up to par.

8. What makes us stupid: Culprit # 2: Knowledge.
(Jerome Lecoq, 10.03.2019)

RéSolutioons Hebdo of 3 October 2019. The knowledge makes us stupid

What knowledge , including knowledge and opinion. we would make it stupid?

  1. I know so I do not observe. The desire to show our know often blinds us to see what is said, what is happening, what is at stake here and now. We frequently run the risk of  spilling our know by plating artificially the phenomenon we are experiencing. The knowledge and expertise paradoxically make blind and deaf.
  2. One who knows is reached . He is resting.
    Knowledge  atrophy our curiosity , our desire to know. The opposite phenomenon is also common, that  knowledge leads to the desire to learn more .  But then the knowledge is not accumulated for what it is  but for the questions he can meet. This is the only condition to maintain the freshness of mind of the child who is surprised that knowledge invites to always gain more without becoming dogmatic . The great scientists generally humility.
  1. Confirmation bias.
    Knowledge is often to confirm the  petitions of principle and our opinions.
  2. All lazy . The force of the saying of an expert authority argument can take away our critical spirit and promote natural laziness notes.

For these reasons, knowledge can make us rigid, dogmatic, intolerant or aggressive (and like all extreme emotions the aggressiveness is already a form of stupidity) or gullible.

9. Know what hinders you and what motivates you, that’s the key to leadership.
(Ian C. Woodward, 26/09/2019)

Weekly resolutions of 3 October 2019 .. Know your brakes and motivations

Any personal development work requires a deep knowledge of self and through the exploration of the inner forces that may promote or hinder your personal development efforts. 

These may consist of particular visions of the world around us, emotions, character traits and values ​​and motivators that facilitate or block our change efforts.

The identified through questions like:

– What kind of leader do you want to become? For this, what changes do you operate?

– What are the specific behaviors that keep you from being the kind of leader and to achieve this development?

– Imagine a totally contrary behavior. Imagine what worries and fears what do you feel when you imagine adopt the opposite behavior?

– When you reach your goal of développementQuelles emotions, positive thoughts or feelings do you feel?

– What personal characteristics or experiences could explain the positive or negative feelings?

The answer to these questions often leads to change the initial development objectives . A deeper self-knowledge allows them to make a real focus, better target their goals, and both a more suitable plan of action.

10. The best bosses are also the most humble.
(Maddyness, 09.22.2019)

Weekly resolutions of 3 October 2019
After decades searching for the charisma and charm among potential leaders, some employers realize they have missed one of the most important traits of all: humility.

Humble people tend to be aware of their own weaknesses, desire to improve, appreciate the strengths of others and focus on objectives that go beyond their own interests.

The humble leaders can be very competitive and ambitious, but they avoid personal highlighting their teams and put more forward. They also ask for help and listen to feedback from others, by example, so that employees do the same.

Humility allows deep listening to others, respect for diverse opinions and willingness to receive suggestions and comments.

Humility is an asset that is not so easy to recognize . A personality trait would be stable and would unmask the false humble: « Factor H » combining humility and honesty. It is marked by a set of attributes that consistently appear in some people, especially the sincerity, modesty, fairness, sincerity and modesty.

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