和思考

路易斯·托斯塔(Luis Tosta)

这就是今天的领导人应该选择“和”思考的原因

To the detriment of talent development 和 工作文化s everywhere, we most often employ “either/or” thinking. Let’s talk about why today’s leaders should more often choose “and” thinking….

So many important aspects of human capital are nuanced 和 interrelated, yet seemingly polar opposites. For instance, recognizing the individual performer or recognizing 团队努力. Showing respect for each person or showing respect based on performance 和 rewarding managerial-style performance or rewarding leaders.

一些组织仅将这些对中的一半声明为期望值,因此它们之间是“或”。这是一个错误,因为当我们看到这些值被定义为“或/或选择”时,我们错过了从双方最好的杠杆中获益的协同作用。我们过分专注于一种价值观而忽视了另一种价值观会造成伤害。毕竟,许多价值观是相互依存的,我们认为可能相反的观念都非常可取。关于这一点的误导性部分是,他们需要随着时间的推移彼此紧张。这些配对可以称为 悖论,邪恶的问题或需要“和思考”的两极分化。

“和”思维与“或”思维

Both inside 和 outside of work, complexities exist that require us to think about these tensions between seemingly opposing pairs, rather than choosing A over B. For instance, one critical thinking point for leaders is the push-pull between continuity 和 transformation.

Those business leaders often find themselves executing complex change initiatives that enable their companies to compete better. At the same time,  they must create 和 maintain consistent foundational cultures employees can lean into – no matter what. All too often, when the message is only why complex changes are necessary, without acknowledging what has been going well (and what needs to remain in place), even the best plans blow up.

现在,“旧方法”所做的一切都是错误的。对?

This pervasive contradiction lowers morale 和 confuses, thereby sabotaging the energy 和 focus needed to implement the change.

集中式与分散式协调

One of the biggest derailers for employees is the pendulum swing between centralized coordination 和 decentralized coordination. Organizations are frequently in a seesaw around this polarity. It’s as if one is better than the other, so they over-focus on one at the expense of the other.

例如,新成立了首席执行官,他说:“我们已经失去了该组织的企业家精神,我们必须下放权力并控制每个业务部门。”由于集中化和分散化是相互联系的,人们抱怨说,没有协调,也没有有效共享服务的能力。这导致下一任首席执行官说:“我们必须集中精力;一切都在地图上。没人知道谁先上。”最终适应了新结构后,它又回荡到旧结构的某些版本。 CEO的平均任期为三年半,因此组织必须同时关注集中化和分散化。

解决方案:映射与差距

解决这个难题的一种方法是建立映射过程…

 

极性图

 

Instead of executing a gap analysis, which is how most people approach change, we think about the upside 和 downside of their preferred value or pole in the polarity equation. We then do the same for the countervailing pole.  Then, as the diagram illustrates, we outline action steps for gaining the upsides from each pole. We also design strategies for avoiding the downsides of each if we over-focus on one pole to neglect the other.

那是“和”的思想。

一旦我们掌握了不同能量极点之间的张力,我的客户就会发现自己舒适地处于良性循环中。不管这些选择看起来多么相反,它们都开始充分利用这两种选择。对于许多领导人来说,这是一种解脱。因为那些领导人,而不是专注于两者的力量-“and” – tend to over-focus on one side of the equation. They then find themselves in a vicious 和 contentious cycle that isn’t good for them, their fellow leaders, or their teams.

利用两极的力量。将您的想法扩展到“和”。您很快就会创建一个良性循环,这将使您的组织蓬勃发展,使您的团队能够在健康的“和”紧张局势下与由“或”决策形成的相对阵营保持统一。