Schlagwort-Archive: Context

Distributed leadership shares knowledge

The right decision needs the right understanding of the situation at the right time. Executives secured their claim to power for a long time based on the maxim „Knowledge is power “. Since in the past twenty years the Business processes, the IT and the organization were effectively streamlined, further progress can only be carried out by each individual. For this purpose, the employees receive in their role defined tasks, with the necessary authority and, in addition, the responsibility for the results. The prerequisite for this form of distributed leadership is openness through sharing the existing knowledge.

Wissen

In order to facilitate the decision making for the employees and in the interest of the joint goals, the access to the following information has to be guaranteed.

  • The context of the enterprise needs the overview of the corporate sites (incl. contact partners and local information of all kinds), the description of the market (incl. understandable market indicators and news) as well as the important internal and external stakeholders (e.g. suppliers, partners, and customers).
  • The products and services, competencies and processes that define essentially the business build together the strategic core. Thus, the employees can align their doing more easily to the value-adding functions.
  • The strategic and operational goals as well as key figures (incl. historical revenue and sales data, successes and difficulties, HR evaluation criterions) are the pre-requisites for a coordinated, successful goal achievement.
  • The description of the values, the rules and the escalation procedures shape the corporate culture.
  • The barrier-free access to all other databases (e.g. projects, products, procedures) avoids disturbing delays and reduces wasteful friction losses.

Bottom line: Enterprises cannot afford any longer to concede individuals any kind of knowledge lead. All have to be in the position to decide at any time that it is favorable for the enterprise as a whole. One of the most important pre-requisites is the equal access to ALL information. The only exception is information that is classified as secret.

Mirror, mirror on the wall

The mirror on the wall does not bring the substantial characteristics to light, because the self-image only becomes incompletely visible in a mirror. There are the soft factors that describe the nature of a person or a group of people. These can only be grasped or observed with difficulties. In addition, they are mostly processed unconsciously – if you meet someone for the first time, or look at the person intuitively or spend time with its publications. The explicit format of the self-image is the today’s form of the mirror on the wall. Thus, you describe your own traits and those of other persons and groups.

Selbstbild

These soft aspects of the Corporate Identity determine the social interaction with a target group and the co-operation within your own team.

Look at the target group in its environment. This provides indications of the convictions, the actual distribution of tasks and the affinity with a cultural system. The attributes can be determined in more detail by looking at publications and meetings.

The self-image is the basis for approaching the target group. By preparing the exchange of information, you avoid statements that contradict the attitudes of the audience. The detected traits and habits facilitate a more accurate formulation of your messages.

The mirror on the wall that is extended by the elements of the self-image provides the framework for a common self-understanding that fosters the social cohesion and co-operation.

Bottom line:Interaction within the own area and with others requires good expressions in words and pictures of your own character as well as the personality of counterparts.The self-image facilitates the description of the profiles.

Videos:

The self-image in a nutshell: http://ow.ly/wdjVo

Potential application areas: http://ow.ly/wdjWO