THE NUGGET
It is not our differences that divide us. It is our inability to recognize, accept, and celebrate those differences
– Audre Lorde
EAT-IN
People don’t act in a vacuum. Sometimes, people’s behavior may not be rational or reasonable in the opinion of others, but with a closer look, there is always a reason for every human behavior. Not only is there a reason why people behave as they do, but what comes as a result of the act or choice must have value to the person. Can you see how these theories or assumptions can help managers induce productive behavior in his people? In other words, why should people want to work hard for a company they did not take part in its formation.
An executive may have the power to hire and fire, has no power to legislate loyalty and selfless service. People will work harder for the results anticipated if they are convinced that they will benefit from their efforts. As psychologist have found out, behaviour is directed to goals, and those goals have value for the people who seek to achieve them.
A good executive will try to blend individual and organizational interest in order to get the intended results. Most people who work hard for an organization do so because this helps them achieve personal goals. Thus, if employees can reach their personal objectives by helping organizations to achieve their goals, these employees will be motivated to perform well.
You may be interested to know also that psychologists have found that people do not normally choose to engage in unattainable or difficult goals. People will not take unreasonable high risk just for the sake of risk. They will engage themselves in activities that will yield dividends now or in future.
There is a hardly “non-profit” organization, neither is there “humanitarian” organization. At one point, someone, somewhere, has personal gains (it may be minimal such as the reputation associated with the organization).
Consciously or unconsciously, in accepting to do anything, the first question people ask themselves is, “is this what I value most?” followed by, “what are the chances that I can get it?” if they won’t get what they value, they will not be part of the game.
TAKE-AWAY
Teamwork is the ability to work together towards a common vision. The ability to direct individual accomplishments towards organizational objectives. It is the fuel that allows common people to attain uncommon results
– Andrew Carnegie