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.
As a senior manager, diagnosing early symptoms of an “organizational illness” is a must-have skill. Organizations are vulnerable to sickness during change processes, such as mergers and acquisitions, assimilation of new technology, procedure or culture, improvement of customer service, and change of leadership. You must consider organizational resources and objectives when troubleshooting problems.
There are necessary conditions for synergy to occur, but diversity is a precondition; a default. For synergy to occur to a degree that can enable your organization to achieve peak engagement, profitability and profit, some conditions must be met. Let’s find out about them.
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.