02 Psychology of transformation Flashcards
3 stakeholders groups in a Co
- executive board 2. middle mgmt 2.1. operational 2.1.1. front 2.1.2. back 2.2. staff functions 3. employees
how to be an entrepreneur in a big Co?
by being networked!
less vs more adaptive Cos & stakeholder groups
less adaptive > front op ppl are heros only more adaptive > everyone is considered
essence f designer/designed dilemma in big Cos: > solution + biggest danger?
not all can be involved in designing > identification! + very bad if top mgrs are not cohesive! like immature parents
systemic cohesion def=
the elders of the system are taking decisions with the interests and preferences of the system (individual members) in mind = compromises
trust “beer formula”
contact –> relationship / negotiation
+
communication –> material (interest)
=
trust
+
outcome
a good leader does what 2 things:
and avoid what 2 things:
DO’s
- clearly separate material & communication levels
- always start from relationship (and keep it)
DON’T’s
- sacrifice relationship for material interest
- sacrifice material interest for relationship
The 3 attributes a leader needs to have on the relational level in order to create trust
- authenticity –> true to yourself
- empathy
- esteem
Communication & influence/negotiation over 2 dims
Dims:
- Style: directive <> consultative <> collaborative
- Form of contact/communication: virtual <> physical
Communication (of decisions taken) happens from virtual+directive to physical+collaborative (with no change on material results)
Influence & negotiation happens from virtual/physical+consultative to physical+collaborative
Negotiation & projects:
what about, where, how (1 attribute + 4 phases)?
- it is about material level, delegated
- it takes place in project committees
- how?
- the committees must be culturally diverse
- phases:
- contact/comm. –> bonding, agree on problem def
- influence –> ask Qs to understand interests
- contractual variables –> identify alternatives out of stakeholders’ perceptions
- negotiation –> use time pressure for collective solution
Advice on communication
- communicate as early as possible
* i.e. as soon as there is systemic cohesion
- -> so you can add product to project info* - make sure all parties understand it correctly
- test it on test groups, if need be, before sending it out
4 levels of competences
in 2 dims
2 dims:
- influenceability
- importance over time in career
4 levels of competences - from high influenceabilty + low importance to high importance + low influenceabilty:
- professional competence <– education @ ETH
- managerial competences <– MTEC
MECHANIC LEVELS
PSYCHOLOGICAL LEVELS
- social competences <–
- personality competence <– very difficult to change
typical reactions of the designed, when affected by sthg you were not the author of:
+ characteristics of reslilient people
+ lessons for managers
+ phylosophical implication
stability > immobilization > denial > anger (cortisol & adrenaline)
> bargain > depression (not important or strong enough to revert decision)
> testing > acceptance (seeing the good aspects)
+ resilient people do it faster
+ lessons: it is good to have internal spaces, like forums, to vent anger… or let people exit a system that has no fit at all for them!
+ the world is constructed, there is no right or wrong
“There is nothing either good or bad, but thinking makes it so.” ― William Shakespeare, Hamlet
How to treat ppl in org
based on 2 dims
2 dims:
- Performance
- Value-compliance
Treatment to apply:
- high-high –> promote
- low-low –> let go, because there is no person-org fit
- low-high –> teach & re-check
- high-low –> difficult cases of unbalanced high-perf: personality training, if they are willing; or constrain within limits
Typical cost of a good corp transformation
1 year of profits
