The challenge in intelligent organizations is to establish strong and efficient community (healthy common unity) so that everyone contributes leadership. Leaders in a democratic knowledge oriented networks will cope creatively with the forces shaping internal and external markets in order to keep organizations in touch with current competitive realities and desirable futures. Competitiveness imperatives feedback, research and expressions distributed throughout the entire society and its sectors, composed of multiple communication and education forums, can exponentially sharpen the leadership skills of everyone.
There is no question that democratic environments and healthy market economies can make enormous contributions to the quality of life of the people. The promise and the hope is the expanded ability to create affluence and prosperity from the remarkable combination (shared collaboration) in a virtuous network of entrepreneurial suppliers. Just imagine what can happen if the whole manufacturing sector can come together to create a logistic (purchasing) system for the whole sector. The same thing goes with assigning to this sector the incentivized responsibility of growing and expanding other productive sectors. It is this execution of people themselves through productive community processes and leadership that grows, develops and rejuvenates the economy.
In the 21st century countries and communities within them struggle to balance free enterprise with human and planetary needs. I truly believe that it is possible to couple these two competitiveness components. As we work for more democracy inside all kinds of organizations such as businesses, government agencies, and nonprofits, there is a need to consciously ensure the health of the active society that must create and strengthen lively networks of organizations integrating productive people.
A market oriented economy exists in a web of culture, traditions, rules and regulations and we have to examine that in the way to the future. The point is that in order to foster the humanization of business transactions it is necessary to promote and incentivize cooperative arrangements.
In The Seven Cultures of Capitalism, Charles Hampden-Turner and Alfows Trompenaars describe the cultural differences of different countries economies that provide competitive advantages. They show that the values of solidarity, the need to serve the team, the institution and the country, are necessary, although not sufficient, condition for economic development. They also stress that within institutions and organizations, often smaller, more focused and more interconnected than countries or societies, the success of a system of free internal enterprise (creativity and innovation) depends even more on a community of consensus and mutual extraordinary service that describes the climate and working culture. Both, inside and outside of organizations, the more superficial, impersonal market business relationships of exchange and competition can limit information and knowledge exchanges and learning. In healthy community of practices and businesses, relationships with share goals, mutual responsibilities, people improve their skills at processing and undertaking complex information –knowledge-competitive tasks.
All my life, I have been working with the empirical proposition that the development of a healthy and sustainable market economy is really a function of evolving and genuine collaboration to its own and correct boundaries. This the theory of Robert Axel road (BY THE WAY, THE FATHER OF THE RECENT ENGAGEMENT PARADIGM), making the historical case that early in the 20th century competition was largely between companies, within which employees were expected to collaborate. Increasingly, the area of legitimized cooperation began to spread. By the end the century (and in the 21st with the knowledge society) wealth was not exclusively created within individual companies so much as among networks of cooperating companies, known as CLUSTERS, VALUE-ADDED CHAINS, SECTORS OR REGIONS.
I have shared with many good companies, enterprises, institutions and people that the empirical and researched competitiveness mind-set is one where you can learn more quickly and more accurately among friends than among contestants, although contestants still represent benchmarks you aim to surpass, Friendship accelerates trust and trust is a necessary condition for preparing people to better navigate change, growth and development. Talent is the engine of modern organizations, and engagement is the psychological ingredients that transform the engine’s output. The six Cs of engagement are: Contest (what I do); Coping (how I am supported); Compensation (I am paid for value); Community (healthy relations); Congruence (values are aligned); and Career (where I am going).
Copyright 2008 QBS, Inc.