There is an interesting law of organizational behavior: anyone has the potential to become a valuable contributor. The objective is to create an atmosphere that fosters the optimal contribution each Individual can make. The purpose is to work with organizational realities rather than defend or ignore them, which are two practices that inevitable lead to failure. So, what is the strategy for managing realities with a profound sense of knowledge and intelligence?
The great need for creative and innovative solutions in any organization is matched or exceeded by the need of fast implementation and use of the solutions. Installing change requires the active involvement of those who will operate it. Their commitment is built by understanding what the solution is and how it was developed. Obtaining the quality and high performance needed in organizations requires different programs and precepts than most organizations have used previously. You cannot change an organization using a business as usual or going back to basics mentality.
The people design strategy works on projects regarding of all organizational style, pay and reward structures. Bringing people actively into design and problem solving is needed, not just as a desirable social value. Conventional approaches assume that it is possible to separate the technical aspects. The dangerously proposition is that experts should design the most economically solution and then people should accept it. Even engineering design process is best considered from the perspective of the social nature of designing.
Individuals with different kinds of intelligence in design and problem solving should be consulted.
The purpose is to avoid making the institution a victim of group think or the tradition trained incapacity. There are numerous categories of intelligence. Some people are repositories of traditional knowledge about particular topics (gatekeepers), others have an idea without an initial concerns for possible utility (creative), and others a strong contextual insight into situations (street smart). However you classify them, be sure to involve all these intelligence sets. Not only will doing so increase your odd for a more optimal design and decision-making, it will prevent those individuals from becoming reluctant, often resentful victims of imposed change. Traditional thinking views people as "hands", objects to be manipulated, available for physical rather than mental or brain activities. As each type of intelligence learn more about each other, they become more adaptive in future activities.
Employees should know not only when to push a bottom, but also why it`s there. Knowing how the system operates enables people to handle crises that arises during operations, thus keeping decision making where it belongs for efficiency at the lowest possible level of the organizational hierarchy. If it not, you will have super-well paid people engaged in micro-management ventures…
Organizations must always be customer based in order to remain competitive. Employees must be aware of the needs of the customers, not just those of their supervisors.
Finally, individuals look for meaning to life. The benefits of an inclusive organizational culture are that of providing some meaning to people at work. Involvement is needed for support of people, while opening channels to improve their capabilities and performance.
Copyright 2004 QBS, Inc.