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Things to be aware of for a better working environment and performance
Citation preview
Comfort Zone & Work
http://www.flickr.com/photos/martinlong/152589105/
Enterprise Social Collaboration Series
2|
SummaryCase Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of InfluenceTime
Change and ChallengesCompany Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief RecommendationsAction Plan
3|
SummaryCase Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of InfluenceTime
Change and ChallengesCompany Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief RecommendationsAction Plan
4|
Case Scenario
What Happens Feeling that Nothing Works
People are Not Involved as
Needed
Nothing Changes no Matter
What you DoWhy
Work has Become Harsh
Lack of Motivation
Why the Same People
Are Not Working
Well?
Hiring New Talent Has no Effect
We Have Never
Managed to Work as a
Team
Loss Freshness
Internal and External Factors
Influence People Behaviour and
How They Perform at Work
Challenge
Improve Employee Engagement and Company
Performance by Dealing with the Factors that
Influence Employee Behaviourhttp://static.freepik.com/free-photo/business-people-vector-silhouettes_279-5629.jpg
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SummaryCase Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of InfluenceTime
Change and ChallengesCompany Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief RecommendationsAction Plan
6|http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
Comfort Zone & Other Zones
COMFORT ZONE
Where You Feel
Comfortable and
Aware of Hazards Where you Don´t
Have to Make any
Effort to be There Your Rest Area
LEARNING ZONE Learn from Others Learn from the
Environment Training
OPPORTUNITY ZONEWhere Something
New Could Happen
PANIC ZONE Where You don´t
want to be there Your Personal
Fears The Unknown
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Activity Area
ACTIVITY AREA
All the Zones You
Go Thought
SO BIGGER YOUR
ACTIVITY AREA IS
MORE AND BETTER
THINGS YOU COULD DO
YOUR PERSONAL
CHARACTER AND THE
ENVIRONMENTAL
CIRCUNSTANCES
INFLUENCE YOU TO
MOVE MORE OR LESS
TIME OUTSIDE YOUR
COMFORT ZONE
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
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Activity Area & Comfort Zone Boundary
IT INFLUENCES HOW
YOUR POTENCIAL
ACTIVITY AREA WILL
EVOLVE
COMFORT ZONE BOUNDARYCould be: Narrow , you
use to past
through many
times Wide , you use
to past through
few times
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
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Characters
LEARN AND LOOK FOR OPPORTUNITIES IN
THEIR RELATIONSHIPS
LEARN AND TRANSFER KNOWLEDGE IN THEIR
RELATIONSHIPS
WANT TO BE CALMDON´T CARE OTHERS´
OPINIONS
TAKE RISKS SERVE TO OTHERS AVOID RELATIONSHIPS
LEADERS EXPERTS AUTHORITARY
ENTERPRENEURS
INNOVATORS
EGOCENTRICS
METHODOLOGICS VICTIMS
BUROCRACTICS
PEOPLE WHO AVOID RELATIONSHIPS PROBABLY WILL NEVER PRODUCE VALUE
PROACTIVE PEOPLE REACTIVE PEOPLE PASIVE PEOPLE
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Relationships
http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/
Learn from Each Other
Knowledge Sharing Creates Opportunities
Mutual Aid to Overcome their Fears
PEOPLE RELATIONSHIP WILL CREATE AS MANY VALUE FOR THEM AS THEY ARE PREDISPOSED
TO
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Group / Mass Interaction
http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/
Both Learn and Look for
Opportunities
(bidirectional)
One Learns
and Looks for
Opportunities
(unidirectional
)
Fruitless
Relationshi
p
All Learn and One of them
Looks for Opportunities
(multidirectional)
Just One
Learns
(unidirection
al)
Both Learn
(bidirectional
)
Ø
INTERACTION CAN LEAD TO KNOWLEDGE TRANSFER OPPORTUNITIES (CREATIVITY) NO OUTPUT Ø
EMPLOY ROI
MOST VALUABLE
Important Asset to Work
with
HIGH VALUABLE
Allows Knowledge transfer
LOW VALUABLE
Low Profiles & Stoppers
SOME EMPLOYEES LEARN AND CREATE AND OTHERS JUST BOUNCE AGAINST EACH OTHER
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SummaryCase Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of InfluenceTime
Change and ChallengesCompany Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief RecommendationsAction Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour
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Evolution Along Time :: Growth Case
If Your Comfort Zone Boundary is Narrow
More Likely You Get Out Your Comfort Zone and Achieve new States of Comfort
Your Comfort Zone Grew and so They Do the Other Zones
ALONG TIME YOU GET MORE CONFIDENCE , YOUR PANIC ZONE BECOMES NARROWER AND YOUR ACTIVITY ZONE WIDER
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Evolution Along Time :: Decrease Case
If Your Comfort Zone Boundary is Wide
More Likely You Remain in Your Comfort Zone and Get Out Less Every Time
Your Comfort Zone Decrease and so They Do the Other Zones
ALONG TIME YOU LOSE YOUR CONFIDENCE, YOUR PANIC ZONE BECOMES WIDER AND YOUR ACTIVITY AREA NARROWER
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Change & New Challenges
When you´re Used to be Assigned to new Challenges
You Have to Get out Your Comfort Zone to Learn and to Look for Solutions
Your Comfort Zone Grew and so They Do the Other Zones
PEOPLE CHALLENGED TO PERFORM A NEW ROLE / JOB / SKILL NEED TO INCREASE THEIR ACTIVITY AREA TO HAVE SUCESS
16|
No Change and No Challenges
Same Competency Assignement for many years (> 3, 4, 5 …)
Lead to Routine and People Accommodates Inside their Comfort Zone (wider boundary)
People Stop to Learn, Stop Looking for new Opportunities and Tend to Adopt a Conservative Behaviour
PEOPLE WHO SPEND TOO MUCH TIME IN THE SAME PLACE BECOME ROUTINARY AND BLIND TO NEW OPPORTUNITIES
17|
Company Culture Influences
COMPANY CULTURE SETS THE RULES FOR A PROACTIVE OR REACTIVE BEHAVIOUR
OPEN CULTURE MILITARY CULTURE
TRY AND ERROR IS ALLOWED FAILURE AVOIDANCE
PROMOTES IDEAS AND IMPROVEMENT
NO IDEAS CREATION
PRODUCES PRODUCES
NO PUNISHMENT FAILURE PUNISHMENT
SUITABLE TO CHANGE IF NEEDED
HARD TO MAKE CHANGES
HIRING QUALIFIED PEOPLE MIGHT HAVE A GREAT IMPACT
HIRING HAS NO IMPACT, QUALIFIED PEOPLE GET STUCKED
18|
SummaryCase Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of InfluenceTime
Change and ChallengesCompany Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief RecommendationsAction Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour
19|
Is Your Company Welthy?
MAJORITY OF PROACTIVE EMPLOYEES
MAJORITY OF PASIVE EMPLOYEES
MORE LIKELY TO CREATE SOME VALUE
LESS LIKELY TO FIND OPPORTUNITIES
PEOPLE IS MOTIVATED TO TAKE RISKS AND TRY
PEOPLE AVOID TO FAIL AND HAS NO MOTIVATION
KNOWLEDGE IS TRANSFERRED AND EVOLVES
CURRENT KNOWLEDGE BECOMES A STATIC LAW
20|
How Hierarchies Influence Behaviour?
MEMBERS TEND TO BECOME MORE PROACTIVE
MEMBERS TEND TO ACT AS A SERVICE
MEMBERS TEND TO GET PASIVE
MEMBERS EVOLVE MEMBERS BECOME EFFICIENT
WASTE OF TALENT
PROACTIVE MANAGER REACTIVE MANAGER PASIVE MANAGER
DIRECTORS AND MANAGERS HAVE LOT OF INFLUENCE IN THEIR TEAMS BEHAVIOUR
HIGH VALUE UNIT MEDIUM VALUE UNIT LOW VALUE UNIT
21|
How It Influences Company Performance?
COMPANY PERFORMANCE IS INFLUENCED BY THE BEHAVIOUR OF KEY AREAS
PROACTIVE KEY AREA REACTIVE KEY AREA PASIVE KEY AREA
KEY KEYKEY
DYNAMIC AND READY TO LOOK FOR SOLUTIONS
MAKES THE JOB,EXCEPTIONS COULD BECOME A PROBLEM
WORK BECOMES A WAR BETWEEN PARTICIPANTS
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Two Approaches to ChangeJUST UNIDIRECTIONAL
COMMUNICATION (WRONG WAY)CHANGE THEIR ENVIRONMENT
(RIGHT WAY)
CHANGE THE RULES
PEOPLE DON´T FEEL IMPORTANT WHEN THEY ARE NOT INVOLVED
PEOPLE DON´T LIKE JUST RECEIVING ORDERS
EMPLOYEES WILL BE AGAINST CHANGES THAT THEY HAVEN´T
DEFINED
FEEDBACK ENGAGES AND EMPOWER PEOPLE GOING AHEAD WITH CHANGES
LEADING BY EXAMPLE
Direction
CommunicationOrganization
Culture
Means
EMPOWER THE EMPLOYEES THAT ACT AS THE EXPECTED BEHAVIOUR
feedback
Direction
feedback
23|
SummaryCase Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of InfluenceTime
Change and ChallengesCompany Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief RecommendationsAction Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour
24|
Some Brief Recommendations
FOR YOU
FOR YOUR TEAM
FOR YOUR CO.
DO NOT BE TOO COMFORTABLE
REINVENT YOUR WORK EVERY DAY: LEARN & LOOK FOR OPPORTUNITIESFOSTER RELATIONSHIPS WITH OTHERS: HELP & SHARE
KEEP THEM IN THE LOOP
TAKE THEM OUT THEIR COMFORT ZONE
FOSTER RELATIONSHIPS WITH OTHER TEAMS AND ORGANIZATIONS
CREATE AN APPROPIATE ENVIRONMENTBE AWARE WHO IS IN CHARGE OF KEY AREAS
EMPOWER PROACTIVE PEOPLE
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Action Plan
ASSESS
PLAN
CHANGEGATHER AS
MANY
INFORMATION
AS POSSIBLE
ASSURE YOU
PERFORM A GOOD
CHANGE
MANAGEMENT
SET YOUR GOALS, PRIORITIES AND ROADMAP
IMPROVEMENT IS AN ONGOING PROCESS
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Action Plan: AssessASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER
UNDERSTANDING ABOUT WHAT´S HAPPENING
ORGANIZATIONAL CULTURE
PEOPLE & AREAS FEELINGS
HIERARCHY & FLOW MAPS
IDENTIFY WHICH ELEMENTS ARE WORKING AGAINST YOUR DESIRED
CULTURE
GET PEOPLE FEELINGS AND HOW AREAS ARE PERCEIVED
INTERNALLY AND EXTERNALLY
GET INFORMATION ABOUT HOW HEALTHY IS
YOUR ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES FOR COMMUNICATION,
INTERACTION, CONFLICT MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS, STORIES,
JARGONS
ASK PEOPLE ABOUT: HOW LONG ARE IS THE
CURRENT POSITION HIS JOB PERCEPTION HIS AREA PERCEPTION
ASK ABOUT AREAS RELATIONSHIPS: KIND OF AREA (key or not
key) AREA MANAGER
PERCEPTION AREA PERCEPTION
PROCESS FLOW MAP
HIERARCHY PERCEPTION MAP
27|
Action Plan: Assess: Hierarchy PerceptionASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER
UNDERSTANDING ABOUT WHAT´S HAPPENING
ORGANIZATIONAL CULTURE
PEOPLE & AREAS FEELINGS
HIERARCHY & FLOW MAPS
GET INFORMATION ABOUT HOW HEALTHY IS
YOUR ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES FOR COMMUNICATION,
INTERACTION, CONFLICT MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS, STORIES,
JARGONS
ASK PEOPLE ABOUT: HOW LONG ARE IS THE
CURRENT POSITION HIS JOB PERCEPTION HIS AREA PERCEPTION
ASK ABOUT AREAS RELATIONSHIPS: KIND OF AREA (key or not
key) AREA MANAGER
PERCEPTION AREA PERCEPTION
PROCESS FLOW MAP
HIERARCHY PERCEPTION MAP
ORGANIZATION STRUCTURE AND AREAS PERCEPTION ALLOW TO IDENTIFY THE SOURCE OF UNDESIRED BEHAVIOURS
28|
Action Plan: Assess: Process Flow MapASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER
UNDERSTANDING ABOUT WHAT´S HAPPENING
ORGANIZATIONAL CULTURE
PEOPLE & AREAS FEELINGS
HIERARCHY & FLOW MAPS
GET INFORMATION ABOUT HOW HEALTHY IS
YOUR ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES FOR COMMUNICATION,
INTERACTION, CONFLICT MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS, STORIES,
JARGONS
ASK PEOPLE ABOUT: HOW LONG ARE IS THE
CURRENT POSITION HIS JOB PERCEPTION HIS AREA PERCEPTION
ASK ABOUT AREAS RELATIONSHIPS: KIND OF AREA (key or not
key) AREA MANAGER
PERCEPTION AREA PERCEPTION
PROCESS FLOW MAP
HIERARCHY PERCEPTION MAP
BUSINESS PROCESSES AND AREAS PERCEPTION ALLOW TO IDENTIFY WHERE AND WHY THE BUSINESS DOES NOT FLOW
29|
Action Plan: Plan
DESIRED ORGANIZATIONAL
CULTUREDESIRED MANAGERIAL
PROFILES
GOALS KEY AREAS TO MANAGE PLAN
DESIRED BEHAVIOURS
CULTURAL ADJUSTMENTS
CHANGES FOR CHANGE INDUCEMENT
ROADMAP
ORGANIZATIONAL SPONSORS INVOLVEMENT
HIERARCHY & FLOW MAP CHANGES TO ADDRESS
PEOPLE TO MOVE, TO DISCARD AND PROFILES TO
HIRE
30|
Action Plan: Change
LET THE MUSIC SOUNDS, AND TO ASSURE IT BE SURE
YOU HAVE THE RIGHT MANAGER
YOU HAVE THE TEAM TO MAKE IT HAPPEND
YOU HAVE THE MEANS FOR PERFORMANCE
FOR FURTHER INFORMATION AND INSIGHT SHARING Rodolfo Martín Nieto
http://es.linkedin.com/in/rodolfomartinnieto