As a manager, you can leverage three important communication tools to start a conversation about any topic in your organization: the Johari Window, the Listening Circle and the “Massage Exercise”. These tools make it easy for your employees to open up.
When you hand out a questionnaire to your employees, and the perception index for invasion or obscurity in boundaries falls outside the acceptable range of 2% to 3%, you must act. At worst, invasion perception should be 7%. Otherwise, your organization is sick, and requires a tailored solution to a specific perception.
Once you diagnose your organization’s problems and recommend necessary actions, it’s time to implement the changes. However, your steering committee can’t execute the changes alone. Create an improvement team consisting of members drawn from across all hierarchical levels in your organization. Membership is voluntary, and members must have a genuine interest in and attraction to the team’s activity. Allocate them an annual budget and authorize team’s activity – and you’ve started a change implementation process.
Synergy involves creation of a new organizational reality – a bubble within which those involved share a purpose. As organization’s proprietor or top-level manager, your main function is to ensure…
To spark a conversation about diversity in your organization, facilitate an activity or process that can raise issues of diversity, and that activity must involve the mutual creation of a new reality. One such activity is the “message exercise” in which a brief instance of massaging the point where the neck and shoulder meet enables you to experience a new reality on a firsthand basis.
Synergy isn’t something to be taken for granted – it isn’t a chance occurrence. First off, you require deliberate planning and execution, but you require resources to ensure everything goes as planned. Second, it isn’t easy to achieve and maintain it. Lots of time and effort goes into assimilating synergy and creating a new reality. As a senior figure in your organization, you must figure out how much resources is available for the process. Let’s dig in!
A genuine and sincere effort to reduce formality and formalness can enhance the quality of interactions between people. Your perception of one’s culture isn’t always true. Hence, it would be practical and effective to make efforts to understand one’s diversity or culture, and to be more tolerant toward it. This would contribute to making boundaries flexible; hence, creating synergy.
Postmodern organizations are increasingly less specialized, professional, quality driven, teamwork oriented, synergistic and cooperative. A lot has changed in organizational structures during the past 100 years – and continues to do so. Let’s learn about the historical context of synergy.
This article draws from the perspectives of Aristotle and Dr. Rami Ben-Yshai about synergy. It’s a concept that informs organizational synergy, which fosters collectivistic mind-set, as opposed to the “us versus them” mentality. Let’s find out.
Organizational synergy’s a very implementable concept but it’s underlain by esoteric principles. It can be difficult to implement, because of its collectivist mind-set. Bureaucratic tendencies, self-interest, egocentrism or individualism are main obstacles to implementation. Read on to learn more.