Schlagwort-Archiv: Whole

Building blocks of a value-adding whole

Aristotle already had in his metaphysics, more than two thousand years ago, the right intuition – The whole is more than the sum of its parts. However, the Cartesian perspective has broken the world down into its components for centuries, thereby obscuring the look at the holistic possibilities. Despite the encouraging experiences of companies like 3M or W. L. Gore & Associates GmbH, large corporations struggle to rethink. Aligning collaboration based on the needs of the employees and creating a more fruitful whole through with the resulting engagement is the ultimate purpose. The inability to leverage these strengths can only be explained by the inertia of the responsible managers. They are unsure how it will go on for them when the bureaucratic regulations, permanent surveillance, and excessive news dissemination are no longer needed, and they become obsolete. The brave are already trying agility in various forms – agile enterprise, agile organization, agile employees, agile managers, agile culture, agile mindset, agile project management, and agile product development, simply agile hodgepodge.

The following building blocks promote productive wholeness.

  • Positive diversity
    In a VUKA world, the components found on different levels influence each other mutually. To react appropriately, i.e., to act at the right place and, above all, on time, other capabilities take center stage. Ashby’s law of required variety has clarified that the greater the variety of acts of a system controlling others, the better it can compensate for disturbances. This means that the remaining managers and employees must be more diverse in their traits, behavior, and means than the tasks and the competition. The difference is created by:
    –  a wider range of skills (e.g., besides technical, also social and systemic capabilities),
    –  an extra commitment of all,
    –  extended perseverance,
    –  the restriction to tasks that are needed,
    –  the interaction in the team, and
    –  a strong sense of responsibility.
    The losers are all those who continue to worship lockstep and only add skills that already exist in the company.
  • Leadership style without leadership
    The new style replaces leadership with fostering. The most significant burden for a company is a legacy structure, whose decision-making and reporting paths are unnecessarily long, diluting resolutions and slowing the speed. Leaving the choice to employees at the point of action creates a momentum that the usual leadership cannot match. At the same time, the open work style provides employees with a common direction and security. Influence then no longer comes from a formally established position but trust and contagious enthusiasm.
  • Entrepreneurs in the company
    The days of economic officialdom are coming to an end. The new understanding of leadership works through entrepreneurial action. The employees can no longer pull back from solving a given task but must behave like they owned the company. They have, as a result, more risks. On the one hand, a large company offers the danger of unintentional mishaps and losses, but on the other hand, these are more than offset by surprising gains. Even if individual units can fulfill their tasks more flexibly, the whole remains a large fleet that works together because of its joint alignment.
  • The energy is in each personality
    Everything that happens originates in the minds of individual employees. If the human image of the Theory Y is adopted by the leaders, they can bring their experiences and abilities to effect. Together, they experience adventures that expand their mental models with new insights. With a shared vision, ideas emerge that are no longer predetermined but are jointly elaborated and move the company forward. Combined with the personal drive fueled by shared momentum, the fitness evolves that secures the business.

Bottom line: It is not a question of the size of your company whether it has to take care of the new leadership beyond agility, but when. Change is happening no matter what. And if you are already suffering from the feeling that you should be taking more care of your employees, or that cost pressure is melting your margins, or that the economic climate is threatening you, then the right moment has come to act. Should you have done it earlier? This question is useless because you cannot turn back time. The positive diversity, the leadership style without leadership, the entrepreneurs in the company, and the use of the existing personalities are building blocks that already take you extremely far. You only need to activate your most vital advantage now – namely the whole that is jointly generated with everybody and brings more than the tayloristic waste through the old-fashioned bureaucracy.

Learning to fly

Since everybody is latently connected with everyone and is exchanging constantly data, we have to deal with too much of too many. Per minute almost 200 million emails are sent, 50 million messages are transmitted and more than six hours of video material are uploaded to YouTube. Nearly one third of the world’s population uses Facebook, 2 billion YouTube and even more than 300 million LinkedIn. The call for more information is still ongoing, even though users are looking for filters to handle the increasing amount of data. At the same time the information bubbles are perceived as disturbing. We need a new vantage point that allows us to keep the overview.

In the end, it’s all about triggering appropriate activities that take you further towards the desired future. The following aspects create a new perspective.

  • Accepting dynamics
    The more data that pours down on you within a moment, the more volatile are the insights that can be derived from it. It remains to be seen to what extent scientific studies are able to generate timely propositions before conditions are moving on to change. Already today, many results cannot be implemented because too many studies are being developed. At the same time, never trust any investigation that you have not done yourself.
    In order to continue to be able to make decisions, you have to accept the VUCA world and again form your own opinion. Developing your own thoughts and explanations, which adapt incessantly to the changing circumstances, is the maxim, in order not to fall behind due to static thinking.
  • It all starts with oneself
    Usually explanations are searched at first in the environment. No one is an island, which leads to permanent influences from the outside. A circumspect investigation always includes considering external factors (e.g. STEP). The social, technological, economic and political framework conditions determine the scope of action. If, however, you limit yourself to that, then you would clearly miss the point. It is one’s own ideas and convictions that mostly work unconsciously.
    It is anyway more difficult to achieve changes in the external environment than within oneself. Before you start wanting to change the world, it is easier to change oneself – once you have become aware of the limits. The own parameters only have to be activated by rethinking – from the responsibility of others to your own.
  • Overlooking the whole
    More data always means more details, which often do not fit together. After entering a forest and getting closer and closer to the fauna and flora, more and more subtleties show up. If one looks at the individual aspects, the context gets lost and the forest disappears behind the individual tree, bush or moss. If you save a bush, it has little effect, without measures for the forest as a whole. The same applies to all daily tasks, which, the finer they are drawn up, the lesser they have an effect on the overarching unity.
    If you look at the forest as a whole by looking at it from a helicopter, you can see relationships and building clusters. Measures taken at this altitude provide more to the whole than the detailed, endless preoccupation with the subtleties. We have to move away from the part to the whole.
  • Ensuring survival
    Over the past centuries, the economy has learned to think big. In order to be able to afford the big things, the decision makers have learned to make decisions at the expense of the future. With the assumption that growth secures the future, the funds generated are used to expand the business. This is similar to a pyramid scheme, where the current profits pay off the debts of the previous deals. This short-term thinking ensures the bonus of decision-makers who move on, before the consequences of their decisions reach the company.
    In order to maintain the business for all participants, measures are needed to ensure survival – human image of Theory-Y, organizational fitness, long-term cooperation, minimum viable product (MVP). Away from growth thinking, towards profitability.

Bottom line: In times of alternative facts (don’t trust any statistic that you haven’t falsified yourself) the question arises, how to make decisions even though the basis of the resolutions evaporates. In this context, systems thinking is a good idea. To do this, we must a) accept the dynamics, b) understand that we are primarily responsible, c) redirect our attention from the part to the whole, and d) shift the focus from growth to viability. This means for the many detail-obsessed people to dissolve themselves from the facts and to learn to fly.