Read The Vision Idea For Managers
FLEXIBILITY
One of the main challenges in management is in avoiding pat answers to everyday questions.
There is nothing so dull, for you and your team, as you pulling out the same answer to every situation.
It is also wrong.
Each situation, and each person, is unique and no text-book answer will be able to embrace that uniqueness - except one: you are the manager, you have to judge each situation with a fresh eye, and you have to create the response.
Your common sense and experience are your best guide in analyzing the problem and in evolving your response.
Even if the established response seems suitable, you might still try something different.
This is simple Darwinism. By trying variations upon standard models, you evolve new and potentially fitter models.
If they do not work, you do not repeat them (although they might be tried in other circumstances); if they work better, then you have adapted and evolved.
This deliberate flexibility is not just an academic exercise to find the best answer.
The point is that the situation and the environment are continually changing; and the rate of change is generally increasing with advancing technology.
If you do not continually adapt (through experimentation) to accommodate these changes, then the solution which used to work (and which you still habitually apply) will no longer be appropriate.
You will become the dodo.
A lack of flexibility will cause stagnation and inertia.
Not only do you not adapt, but the whole excitement of your work and your team diminish as fresh ideas are lacking or lost.
Without detracting from the main work, you can stimulate your team with changes of focus.
This includes drives for specific quality improvements, mission statements, team building activities, delegated authority, and so on.
You have to decide how often to "raise excitement" about new issues.
On the one hand, too many focuses may distract or prevent the attainment of any one; on the other hand, changes in focus keep them fresh and maintain the excitement.
The really good news is that even a lousy choice of focus can have a beneficial effect.
The most famous experiments in management studies were conducted long long ago between 1927 and 1932 by E Mayo and others at the Hawthorne works of the Western Electric Company in Chicago.
The study was originally motivated by a failed experiment to determine the effect of lighting conditions on the production rates of factory workers.
This experiment "failed" because when the lighting conditions were changed for the experimental group, production also increased in the control group where no changes had been made.
Essentially, Mayo took a small group of workers and varied different conditions (number and duration of breaks, shorter hours, refreshments, etc) to see how these actually affected production.
The problem was not that production was unaffected but rather that whatever Mayo did, production increased; even when conditions were returned to the original ones, production increased.
By providing changes of focus you build and motivate your team.
For if you show in these changes that you are actively working to help them work, then they will feel that their efforts are recognized.
If you also include their ideas in the changes, then they will feel themselves to be a valued part of the team.
If you pace these changes correctly, you can stimulate "multiple Hawthorne effects" and continually increase productivity.
And notice, this is not slave driving.
The increased productivity of a Hawthorne effect comes from the enthusiasm of the workforce; they actually want to work better.
Have a good time :)
FLEXIBILITY
One of the main challenges in management is in avoiding pat answers to everyday questions.
There is nothing so dull, for you and your team, as you pulling out the same answer to every situation.
It is also wrong.
Each situation, and each person, is unique and no text-book answer will be able to embrace that uniqueness - except one: you are the manager, you have to judge each situation with a fresh eye, and you have to create the response.
Your common sense and experience are your best guide in analyzing the problem and in evolving your response.
Even if the established response seems suitable, you might still try something different.
This is simple Darwinism. By trying variations upon standard models, you evolve new and potentially fitter models.
If they do not work, you do not repeat them (although they might be tried in other circumstances); if they work better, then you have adapted and evolved.
This deliberate flexibility is not just an academic exercise to find the best answer.
The point is that the situation and the environment are continually changing; and the rate of change is generally increasing with advancing technology.
If you do not continually adapt (through experimentation) to accommodate these changes, then the solution which used to work (and which you still habitually apply) will no longer be appropriate.
You will become the dodo.
A lack of flexibility will cause stagnation and inertia.
Not only do you not adapt, but the whole excitement of your work and your team diminish as fresh ideas are lacking or lost.
Without detracting from the main work, you can stimulate your team with changes of focus.
This includes drives for specific quality improvements, mission statements, team building activities, delegated authority, and so on.
You have to decide how often to "raise excitement" about new issues.
On the one hand, too many focuses may distract or prevent the attainment of any one; on the other hand, changes in focus keep them fresh and maintain the excitement.
By practicing this philosophy
yourself, you also stimulate fresh ideas from your team because they see that
it is a normal part of the team practice to adopt and experiment with
innovation.
Thus not only are you relieved of the task of generating the new ideas, but also your team acquire ownership in the whole creative process.
Thus not only are you relieved of the task of generating the new ideas, but also your team acquire ownership in the whole creative process.
The really good news is that even a lousy choice of focus can have a beneficial effect.
The most famous experiments in management studies were conducted long long ago between 1927 and 1932 by E Mayo and others at the Hawthorne works of the Western Electric Company in Chicago.
The study was originally motivated by a failed experiment to determine the effect of lighting conditions on the production rates of factory workers.
This experiment "failed" because when the lighting conditions were changed for the experimental group, production also increased in the control group where no changes had been made.
Essentially, Mayo took a small group of workers and varied different conditions (number and duration of breaks, shorter hours, refreshments, etc) to see how these actually affected production.
The problem was not that production was unaffected but rather that whatever Mayo did, production increased; even when conditions were returned to the original ones, production increased.
After many one-to-one interviews,
Mayo deduced that the principal effect of his investigations had been to
establish a team spirit amongst the group of workers.
The girls (sic) who had formally worked with large numbers of others were now a small team, they were consulted on the experiments, and the researchers displayed a keen interest in the way the girls were working and feeling about their work.
Thus their own involvement and the interest shown in them were the reasons for the girl's increased productivity.
The girls (sic) who had formally worked with large numbers of others were now a small team, they were consulted on the experiments, and the researchers displayed a keen interest in the way the girls were working and feeling about their work.
Thus their own involvement and the interest shown in them were the reasons for the girl's increased productivity.
By providing changes of focus you build and motivate your team.
For if you show in these changes that you are actively working to help them work, then they will feel that their efforts are recognized.
If you also include their ideas in the changes, then they will feel themselves to be a valued part of the team.
If you pace these changes correctly, you can stimulate "multiple Hawthorne effects" and continually increase productivity.
And notice, this is not slave driving.
The increased productivity of a Hawthorne effect comes from the enthusiasm of the workforce; they actually want to work better.
Have a good time :)
