Regras

Regras para a reunião semanal que uma PME vai começar a fazer amanhã.

• Começar às 9h00 de segunda-feira;
• Demorar religiosamente não mais de 30 minutos;

Quem pensa o grupo, o todo:

• O que temos de entregar esta semana e riscos associados;
• O que temos de entregar na próxima semana e riscos associados;

Cada um dos presentes

• Problemas que cada um sente ou prevê e pedidos de ajuda.

Por favor, lembrem-se que é meia-hora.

Não venham lavar roupa suja nem venham pedir reflexões filosóficas.

Não venham criticar, para isso haverá outros momentos e tempos e se calhar outras pessoas, aproveitem para comunicar e para facilitarem a vossa vida e a do parceiro tendo em conta o resultado pretendido: o do todo.

"Here’s a straightforward initial idea: rules should not be multiplied beyond necessity. Alternatively stated, bad laws drive out respect for good laws."

Trecho retirado de "12 Rules for Life: An Antidote to Chaos" de Jordan Peterson.

A ilusão das regras (parte II)

Parte I.

"This is a growing concern as organizations — like society in general — tend to become more risk averse. Introducing ever more rules looks like a simple and effective way to lower risk.
...
Limiting people’s freedom does indeed mean they have less opportunity to do the wrong things or to do them in the wrong way (at least, that is what you hope!) But it also restricts their ability to do things that are worthwhile: experimenting, using their judgement, being creative. How can people learn from experience if their options are curtailed by a forest of rules?
...
Many rules were originally intended to be guidelines to help shape behaviour, but instead over time get codified into rigid laws. Often most people in the organization no longer know why the rules were even implemented. And yet depressingly, “Rule Nazis …. They cling to the rules like Leonardo DiCaprio clung to that door in Titanic — as if their lives depend on it. And they make sure everyone else does too, even when the rule doesn’t make sense or stands in the way of productivity,”
...
Rules mostly creep in one by one. As their number grows, they contribute to a culture of conformity, rather than one of intelligent judgment and empowered employees who do what is right.
.
Maybe such hard compliance is exactly what you want. But it’s worth making really sure, because the control it gives you can be illusory. If your organization relies on bright people responding intelligently to the complex interactions with your customers or service users, or with their colleagues, then you had better think twice before you implement yet another rule. Otherwise you might find yourself having to appoint someone to change dumb company rules.
.
Don’t let rules rule your organization."

Como não recordar as greves de zelo.

Trechos retirados de "The Rule Illusion"