lunes, 16 de julio de 2018

evolution and happiness of 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.



Taking advantage of talking initially and putting real cases that occurred by people who participate in the management 1.0, 2.0 and 3.0, I finally use the practice of 12 steps for happiness.

With each of the positive aspects of the management of columns 1.0 and 2.0, I ask the participants what steps of the 12 steps towards happiness would lead to that level of management to try to have a better and happier environment and try to generate A safe work context.

Later I ask them if they could apply it on themselves or on others affected.

Finally, I ask how it would affect those steps introduced in that existing context, would it improve? To what extent would it improve? Would you approach the n + 1 level (to move from a management 1.0 to a 2.0? To move from a management 2.0 to a 3.0? Wouldn't it approach but at least improve the work environment? Would it influence decisions or behaviors of managers, supervisors, managers, etc.?

How would the aforementioned stress situation affect you rest well, get enough sleep and allow your colleagues to refresh their minds?

What value would you give if you experience new things, try things and let people do all kinds of experiments?

Would that be possible in a specific area?

Would it be useful to socialize, interact with other people and facilitate colleagues to develop connections in the current context? It's possible? Could that situation be generated in the area? In how much time?

LEARNING:
The conclusions are positive when you can change things generating empathy and some happiness in the environment.


It can go well:
Always maintaining a positive attitude in the dynamics, so that there are advances, at least individual, that can help these people to improve their situation at work, improve their opportunity to be happier at work and even as a lever for cultural change, of principles, values, behaviors, whether based on an agile culture or not, but that can help to have a better business culture by identifying current gaps, which in many cases are not aware or do not want Be aware of them.

It can go wrong:
When the environment is not ideal, frustration can be generated, but as learning ends, everyone learns something new about the types of situations experienced, generating a collective awareness of what practices are considered appropriate and what practices are not considered appropriate for context, or they can be introduced to understand why an area, person, client behaves in one way or another, even when they try to help manage change management at the necessary times.

My opinion:

Well oriented dynamics can generate a series of actions in the context of the participants to change things, have a better working environment or even initiate change enablers.
 

My conclusion:
This dynamic is very important to achieve companies with happier employees! But they must always have some power to change things!

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