A case for open culture at organisations

I believe strongly that the minds which created the problem cannot really identify and solve it. One always need fresh perspective at the problems and an open organisation facilitates that.

Simplify Decisions by understanding Tasks and Amusements

I propose that whatever we do in our time should be categorised either as Task or an Amusement. I would define task is defined as something that will give us a tangible output on completion – skill, knowledge, health or material benefits. Everything much else such as listening to music, watching Sports, listening breaking news, surfing internet, reading fiction can be termed into amusement. One of the grey areas which falls between the two categories is the relationship with family and close friends. They form a core of one’s being and if one is cynical can term them as essential for a proper mental health and the time spent with them as a Task or amusement. Anyways, in any case they would fit into an individual’s definition based on his priority.

Premise
The fact that the only asset that we human beings have is our brain and developing it to think rationally and applying it has lead to a gradual progress in various spheres. Thus, the function of progress is application of brains to achieve tangible results. Amusements were invented to refresh the brain and make it more effective in applying to problems.

Enabling Decision
Coming back to the main point – This elegant categorisation makes one realise where is one heading and take optimum decisions. It simplifies choice. Consider, the choice between watching an IPL match and learning how to write effectively. I would prefer an IPL match. But then wait a second, isn’t it just another way to amuse myself. Aren’t there a large number of choices available to me to amuse myself at my will when I would like to do it. Why then I feel so strongly for watching the IPL? I guess its the magical marketing phenomenon that has made the amusements as a ‘must have’ and someone who is not following these amusements is considered boring, bookish or nerd. But my belief with those the real progress is brought around by such smart people who have Skills and I am not alone. Consider the speeches made by Bill Gates and this video from University of Minnesota

The idea is to realise the importance of the things we are doing and then make an appropriate choice rather than being driven in the herd.

Working in Teams/Organisation

One has to suppress oneself to other’s temperament or working style to do work in teams and get along with people. At times, one feels very strongly about certain things, or wants things to be done in a particular way, however, in the interest of overall output one must allow people to experiment and come with new ways of working.

The oe thing that one should avoid is receding ground to a bully or tolerating arrogance and sloppy work. A bully should be handled as a bully. And arrogance should be squarely dealt with at the first instance.

This is no doubt an normal case scenario, crisis scenario definitely needs situational leadership and people are required to implement strategy as directed.

Another connected point that I have been thinking about is the dress code and other formalities companies use while interacting with each other. Reflexively and Objectively, I think that dress codes are not required. One should be smartly turned out but wearing formals every day to work is important. The culture is reinforced by the quality of interaction of people in the company and not by the superficial dress code. However, I think having a dress code is a least painful position to ensure people are turnedout smartly in the office. But still dont like wearing neckties on shirts..

Project Management and Delegation

It is always fascinating to see the ability of some organisations/people to execute things in a perfect manner. The skill to execute strategy is by far the most important skill that has to be acquired. At a personal level, it requires Discipline, Dedication and Determination. In teams the goal has to be achieved by taking the team along on all these parameters along with ensuring that it remains motivated and the individual members grow- i.e. quiet acute personnel management.

Delegation is the basic current that runs the team and probably is the most important aspect that a project managers should look at.

Usually, delegation is seen as a tool to either offload tedious work or something that the person delegating the assignment is not interested in doing. The assumption is that it will help the individual gain productive time. However, while working in teams, it is never the goal.The goal is to finish the project in budget with a motivated and happy team.

Actually, delegation should be to offer interesting stretch goals to the team members. The most tedious work needs to be kept for oneself along with project management. This is the best way to finish tasks fast and as desired, because it is highly likely that the work you offload and are not interested in doing, your team member does not like to do it as well. This makes it really tough to get the tasks finished as desired.

The Pyramid – Contd

Concerns

The disillusionment with century old management practices is resulting in a change in the socio-spiritual behaviour. Mutual trust is in short supply. No longer, people stick to a single job. The individualistic behaviour is superseding the collective behaviour- the feeling of brotherhood. The bogey of competition is used to justify unfair and unethical practices.

It must be realised that increasingly offices are replacing society and friends as support system. Individuals nowadays, spend close to 14 hours in office on average. These long and stressful hours in office hardly allow scope for engaging in social causes or give time to discover self. (Did Mumbai stop even for a second after the blasts?). Office and company are now the social prism in which individuals now earn their credibility. The work and the office culture give meaning to people. The organisations must realise this fact and make it sure that they change and trust individuals. They must allow them to grow and realise themselves. They must allow equality of opinion and pay them equitably.

Otherwise they stand to lose the battle for talent.

The Pyramid

I came across an interesting book on organisation behaviour which was trying to prove that although we have advanced in technology and in social and political behaviour, our management practices have not changed much over the last 100 years or so.

Perspective

We still work in a pyramid type hierarchial organisations. No matter how much the world is going flat, our organisational hierarchies aren’t. The advance of technology has allowed the world to come close to each other, but the gap between the top executive and the workers hasn’t reduced. It doesn’t even matter that the world has rejected dictatorship and authoritative regimes enmasse, democracy is still seen as a threat in ‘modern’ organisations.

The orders still flow from top to bottom and everyone has to comply. All decisions regarding strategy and management are percolated down the ladder, without involving people who will execute the strategy. Moreover, there is hardly any reverse feedback. The workers still work in assembly line mode and perform specific task mechanically without trying to understanding the ‘why’. This is probably from the time of Henry Ford. An important aspect of the pyramid structure is that the employees are not considered worthy of trust and are treated as resources – dispensable after use.

The system holds on
Although, most of us do not work in a manufacturing unit, still, we can relate to it. We the ‘knowledge workers’ are working under similar if not the same managerial controls. We are required to do only a certain kind of task repeatedly. It doesn’t matter whether we have engineering and management degrees with us. We are still not treated as responsible adults – the bags are frisked before you leave office.

You are expected to do only a specific kind of task mechanically without questioning the company policy. You need to take permissions for every additional thing you intend to do. You are to file a report for the time you spend in the office. You are expected to come at a certain time and cannot modify your schedule as per your convenience or the way you think it would be best to execute the project. The results are a second priority control is the first.

I believe bureaucracy and dictatorship are hallmarks of the pyramid system where someone else decides for you. I think, in such a system, employees often work under fear and intimidation of the bosses rather than out of a sense of fulfillment of the job.

To cite an instance, at my earlier job, there was an internal academy to train the workforce to meet project requirements. Every aspect of the academy was micro-managed by the corporate executive and every program was decided on behalf of employees. I, being a fresher, found the atmosphere repulsing as I saw the managers treating all the employees as small kids rather than adults. It was like going back from college to kindergarten again. You even needed to ask permissions to drink water! and had all these security cameras all over your head to monitor your mischievous activities.

At one of the town hall meetings (large meetings where employees talk to bosses) I had the naivety of questioning the Vice President of the multi billion dollar company on why don’t we give more freedom to employees, allow them to at least learn whatever they want in an academy, and take up roles that is based on their interest in the organisation. I got that you-prove-it-you-are-a-kiddie look and an answer that the money company spends on employees is to achieve its end goal (read profit) and everyone has to work in a mission mode. In other words, company has a lease on your soul since it employs you. I disagreed and resigned soon after as i didn’t find the job fulfilling. I realised that the same behaviour transcends most organisations.

To be continued………