As a manager, owner or consultant of an organization, it’s difficult to handle change processes, namely assimilation of technological, procedural or cultural changes, mergers and acquisitions, change of board, management or directors, etc., without guidance. You require work tools, concepts, models and methods to oversee a successful transition. A self-administered questionnaire is an important diagnostic work tool.
Humans have an inborn inclination toward comparing themselves to others based on social standing, achievements and hierarchy. This comparison doesn’t contribute to synergy, and remuneration systems, which reward individual efforts based on hierarchy, don’t encourage synergy formation. Synergy requires a non-hierarchic structure and lateral interactions between people of different levels.
In an organization’s environment in which hierarchy characterizes structure and culture strongly, tension can arise, and communication and cooperation; hence, synergy can be difficult to attain. Sadly, that’s the state of most organizations.
The seven aspects that must link with each other for synergy to occur. Each link is important, relates to each other. If one’s missing, synergy won’t occur. Synergy derives its strength from wholes not parts. Read on to learn more.
Synergy’s difficult to achieve and maintain, but this isn’t to say that it doesn’t occur in organizations. It does occur to a limited degree, especially where interdependence dominates. However, people have different views on the existence of forms of interactions. From a managerial standpoint, quality interfaced interactions and two-way communication occur, and boundaries are clear, noninvasive and certain. The opposite can be said if you view the same situation from an employee’s standpoint. Let’s learn more.
Mergers and acquisitions are usually violent, forceful and sudden. Organizations are usually reluctant to disclose to employees and managers that a merger or an acquisition is happening. By the time an organization thinks of reinforcing synergy, it’d have been too late, as feelings of invasion and disconnectedness would have developed. Let’s learn more.
Interdependent, interfaced or synergistic parties promote the assimilation of the language of synergy in an organization. However, the degree to which the various types of quality forms of interactions promote synergy vary greatly. The bottom line is the diverse entities that fuse together to form a new reality must retain their traits. Let’s dig deeper and learn more about the quality forms of interactions.
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Postmodern organizations face many challenges – but a major challenge is to put up with frequent and fast-paced changes. Fortunately (or unfortunately), changes are unavoidable. However, changes make boundaries more unclear, and with unclear boundaries, disagreements can get worse, building up to conflicts. With the latter, it can be difficult to foster a language of synergy.
Neutral forms of interactions don’t do an organization any good, and may change to destructive forms. In some cases, like one-way communication in a hierarchical organizational structure or nature of work processes, there’s nothing one can do. However, if it becomes necessary for parties to connect, and they fail to do so, either deliberately or involuntarily, a sense of “disconnectedness” or invasion can develop among parties involved to a different degree. Read on to learn more.