"The vast majority of interpersonal conflicts in organizations are systems issues, not people issues.
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From my observations, the main reason organizations that try to manage change fail is their tendency to treat human systems as though they were mechanical processes. They're asking questions that view their human processes as mechanistic-such as asking in strategic planning sessions, "What do we do next?" From a human perspective, it's more critical to begin with values explorations, especially fixed values such as those that define an organization's or team's identity. In this context, the question isn't, "What do we do next?" The question is, "Who are we as an organization?" An inquiry of being, not doing. [Moi ici: Profundo!!!]
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Along with the frantic uncertainty, fear arises. Do you discern fear in yourself and your colleagues about the future? What happens when people in organizations are motivated by fear? They unintentionally create a cycle of contracting opportunities, resources, and energies. [Moi ici: Agora imaginem a quantidade de empresários e representantes de associações empresariais sempre focados no medo das novidades, no medo do contexto, no medo de …]
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Thriving organizations focus on vision of their own a greatness in the future.
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An estimated 30 to 50 percent of what is said in workplace meetings is not what is heard."
Trecho retirado de “The Empathy Factor - Your Competitive Advantage for Personal, Team, and Business Success” de Marie R. Miyashiro.
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