lunes, 16 de julio de 2018

evolution and involution in management

This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company.

When i learned the technique of happiness steps, with Angel Medinilla this year, i wanted to apply it immediately, here is detailed: https://management30.com/practice/happiness-steps/

In every company there are different profiles, from younger people to more adults or with many more years of experience. If young people "have had the luck" of joining the company as a first job, they may not know other sources of management or types of people management in companes.

In order to try to alleviate this existing gap and as a result of the definition of the management types of Jurgen Appelo, this fine dynamic is emerging.

In the first part,  a differentiation dynamics of management types 1.0, 2.0 and 3.0 is performed and toxic environment at work.





After explaining the types and differences, we establish a round of cases that have suffered people in their professional experiences of management types 1.0, 2.0 and 3.0 trying to add that steps of the 12 happiness steps have been achieved in each type of management.

Then we carry out a negotiation of all the types of examples that have contributed value and that have not given them value of all the examples. Creating synergies of empathy among all to know if they have gone through a similar situation them.






 
In another round they list the unwanted things in each of the management, what things you would change to turn that situation into a higher level of management from 1.0 to 2.0 and finally from 2.0 to 3.0.

Later to close we do the exercise in reverse, which would be removed from management 3.0 to convert it to 2.0 and it would be removed from 2.0 to convert it to 1.0 and what feelings this involution causes in management on the 12 steps to happiness.


Learning:
The conclusions are always very positive, everyone ends up learning something new about the types of existing management, regardless of having suffered them throughout their professional life or not.

It generates a collective awareness of which practices are considered suitable and which practics are not considered appropiate for the context, to understand why a client behaves in one way or another, even as trying to help in the management of change management in necessary moments.

This dynamic is very important to achieve happy teams, in suitable clients with the deployment of the greatest possible potencial!

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