What involves a management behavior that’s highly committed to synergy? Well, it’s a management that encourages informal interactions, resolves conflicts, balances opposites, embraces debriefing and appoints a synergy trustee.
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Increasingly, it’s necessary to leave the practice of defining job roles without involving employees in the process. It’s out of date, and serves only to do more harm than good. Absence of interaction and invasion may result, and they are much more destructive than obscurity. Involve your employees in direct and open dialogues to draw up a job description.
When employees feel that the management doesn’t involve them in decision-making processes, they would feel that the organization doesn’t listen to them. It can be difficult to assimilate a new procedure, order, command or technology if employees perceive it as unfair, unsuitable, harmful or incorrect. If nothing is done to correct one-way communication, these feelings can change in invasion or obscurity interactions. Consequently, the organization has to bear the consequences of low motivation and low productivity.
When two parties conflict in an organization, it can be difficult to differentiate the invader from the invaded without the seven forms of interactions questionnaire. With the latter, you can measure the perception of a mix of interactions for each party. This perception usually varies. After you analyze the responses of the questionnaire, the next step is to reach out to the invader. The intention of the meeting is to make the invader understand the consequences of their actions. Afterwards, you can arrange for a hearing, which involves both airing their grievances. Listen carefully to both sides, and come up with a tailored solution that solves the problem of each party.
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