Att förändra organisation med hjälp av hård och mjuka värden är inte verkningsbart i komplexa organisation. Nu gäller det att första vad som sker i organisationen. Stärka de som samarbetar och bryggar olika delar i organisationen- Sex punkter
- Förstå vad människor (verkligen) gör
- Stärk personer som integrerar och kopplar samman (kommunikation / liason)
- Öka den totala styrkan?
- Utöka skuggan av framtiden
- Ömsesidigihet (det sociala kapitalet)
- Belöna de som samarbetar
There are six smart rules. The first three involve enabling—providing the information needed to understand where the problems are and empowering the right people to make good choices.
The second three involve impelling—motivating people to apply all their abilities and to cooperate, thanks to feedback loops that expose them as directly as possible to the consequences of their actions. The idea is to make finding solutions to complex performance requirements far more attractive than disengagement, ducking cooperation, or finger-pointing.
When the right feedback loops are in place, cumbersome alignment mechanisms—ranging from compliance metrics to the proliferation of committees—can be eliminated, along with their costs, and employees find solutions that create more value.