Comfort zone & work

Comfort Zone & Work

http://www.flickr.com/photos/martinlong/152589105/

Enterprise Social Collaboration Series

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SummaryCase Scenario

Comfort Zone & Other Zones

Activity Area

Characters

Relationships

Group/Mass Interaction

Factors of InfluenceTime

Change and ChallengesCompany Culture

How It Influences Company Performance?

Is your company Welthy?

Two Approaches to Change

Some Recommendations

Comfort Zone and Behaviour

How It Works Within a Company

How Hierarchies Influence Behaviour?

Some Brief RecommendationsAction Plan

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Activity Area

Characters

Relationships












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Case Scenario

What Happens Feeling that Nothing Works

People are Not Involved as

Needed

Nothing Changes no Matter

What you DoWhy

Work has Become Harsh

Lack of Motivation

Why the Same People

Are Not Working

Well?

Hiring New Talent Has no Effect

We Have Never

Managed to Work as a

Team

Loss Freshness

Internal and External Factors

Influence People Behaviour and

How They Perform at Work

Challenge

Improve Employee Engagement and Company

Performance by Dealing with the Factors that

Influence Employee Behaviourhttp://static.freepik.com/free-photo/business-people-vector-silhouettes_279-5629.jpg

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Activity Area

Characters

Relationships












6|http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/


COMFORT ZONE

Where You Feel

Comfortable and

Aware of Hazards Where you Don´t

Have to Make any

Effort to be There Your Rest Area

LEARNING ZONE Learn from Others Learn from the

Environment Training

OPPORTUNITY ZONEWhere Something

New Could Happen

PANIC ZONE Where You don´t

want to be there Your Personal

Fears The Unknown

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Activity Area

ACTIVITY AREA

All the Zones You

Go Thought

SO BIGGER YOUR

ACTIVITY AREA IS

MORE AND BETTER

THINGS YOU COULD DO

YOUR PERSONAL

CHARACTER AND THE

ENVIRONMENTAL

CIRCUNSTANCES

INFLUENCE YOU TO

MOVE MORE OR LESS

TIME OUTSIDE YOUR

COMFORT ZONE

http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/

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Activity Area & Comfort Zone Boundary

IT INFLUENCES HOW

YOUR POTENCIAL

ACTIVITY AREA WILL

EVOLVE

COMFORT ZONE BOUNDARYCould be: Narrow , you

use to past

through many

times Wide , you use

to past through

few times

http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/

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Characters

LEARN AND LOOK FOR OPPORTUNITIES IN

THEIR RELATIONSHIPS

LEARN AND TRANSFER KNOWLEDGE IN THEIR

RELATIONSHIPS

WANT TO BE CALMDON´T CARE OTHERS´

OPINIONS

TAKE RISKS SERVE TO OTHERS AVOID RELATIONSHIPS

LEADERS EXPERTS AUTHORITARY

ENTERPRENEURS

INNOVATORS

EGOCENTRICS

METHODOLOGICS VICTIMS

BUROCRACTICS

PEOPLE WHO AVOID RELATIONSHIPS PROBABLY WILL NEVER PRODUCE VALUE

PROACTIVE PEOPLE REACTIVE PEOPLE PASIVE PEOPLE

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Relationships

http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/

Learn from Each Other

Knowledge Sharing Creates Opportunities

Mutual Aid to Overcome their Fears

PEOPLE RELATIONSHIP WILL CREATE AS MANY VALUE FOR THEM AS THEY ARE PREDISPOSED

TO

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Group / Mass Interaction

http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/

Both Learn and Look for

Opportunities

(bidirectional)

One Learns

and Looks for

Opportunities

(unidirectional

)

Fruitless

Relationshi

p

All Learn and One of them

Looks for Opportunities

(multidirectional)

Just One

Learns

(unidirection

al)

Both Learn

(bidirectional

)

Ø

INTERACTION CAN LEAD TO KNOWLEDGE TRANSFER OPPORTUNITIES (CREATIVITY) NO OUTPUT Ø

EMPLOY ROI

MOST VALUABLE

Important Asset to Work

with

HIGH VALUABLE

Allows Knowledge transfer

LOW VALUABLE

Low Profiles & Stoppers

SOME EMPLOYEES LEARN AND CREATE AND OTHERS JUST BOUNCE AGAINST EACH OTHER

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Activity Area

Characters

Relationships













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Evolution Along Time :: Growth Case

If Your Comfort Zone Boundary is Narrow

More Likely You Get Out Your Comfort Zone and Achieve new States of Comfort

Your Comfort Zone Grew and so They Do the Other Zones

ALONG TIME YOU GET MORE CONFIDENCE , YOUR PANIC ZONE BECOMES NARROWER AND YOUR ACTIVITY ZONE WIDER

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Evolution Along Time :: Decrease Case

If Your Comfort Zone Boundary is Wide

More Likely You Remain in Your Comfort Zone and Get Out Less Every Time

Your Comfort Zone Decrease and so They Do the Other Zones

ALONG TIME YOU LOSE YOUR CONFIDENCE, YOUR PANIC ZONE BECOMES WIDER AND YOUR ACTIVITY AREA NARROWER

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Change & New Challenges

When you´re Used to be Assigned to new Challenges

You Have to Get out Your Comfort Zone to Learn and to Look for Solutions

Your Comfort Zone Grew and so They Do the Other Zones

PEOPLE CHALLENGED TO PERFORM A NEW ROLE / JOB / SKILL NEED TO INCREASE THEIR ACTIVITY AREA TO HAVE SUCESS

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No Change and No Challenges

Same Competency Assignement for many years (> 3, 4, 5 …)

Lead to Routine and People Accommodates Inside their Comfort Zone (wider boundary)

People Stop to Learn, Stop Looking for new Opportunities and Tend to Adopt a Conservative Behaviour

PEOPLE WHO SPEND TOO MUCH TIME IN THE SAME PLACE BECOME ROUTINARY AND BLIND TO NEW OPPORTUNITIES

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Company Culture Influences

COMPANY CULTURE SETS THE RULES FOR A PROACTIVE OR REACTIVE BEHAVIOUR

OPEN CULTURE MILITARY CULTURE

TRY AND ERROR IS ALLOWED FAILURE AVOIDANCE

PROMOTES IDEAS AND IMPROVEMENT

NO IDEAS CREATION

PRODUCES PRODUCES

NO PUNISHMENT FAILURE PUNISHMENT

SUITABLE TO CHANGE IF NEEDED

HARD TO MAKE CHANGES

HIRING QUALIFIED PEOPLE MIGHT HAVE A GREAT IMPACT

HIRING HAS NO IMPACT, QUALIFIED PEOPLE GET STUCKED

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Activity Area

Characters

Relationships













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Is Your Company Welthy?

MAJORITY OF PROACTIVE EMPLOYEES

MAJORITY OF PASIVE EMPLOYEES

MORE LIKELY TO CREATE SOME VALUE

LESS LIKELY TO FIND OPPORTUNITIES

PEOPLE IS MOTIVATED TO TAKE RISKS AND TRY

PEOPLE AVOID TO FAIL AND HAS NO MOTIVATION

KNOWLEDGE IS TRANSFERRED AND EVOLVES

CURRENT KNOWLEDGE BECOMES A STATIC LAW

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MEMBERS TEND TO BECOME MORE PROACTIVE

MEMBERS TEND TO ACT AS A SERVICE

MEMBERS TEND TO GET PASIVE

MEMBERS EVOLVE MEMBERS BECOME EFFICIENT

WASTE OF TALENT

PROACTIVE MANAGER REACTIVE MANAGER PASIVE MANAGER

DIRECTORS AND MANAGERS HAVE LOT OF INFLUENCE IN THEIR TEAMS BEHAVIOUR

HIGH VALUE UNIT MEDIUM VALUE UNIT LOW VALUE UNIT

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COMPANY PERFORMANCE IS INFLUENCED BY THE BEHAVIOUR OF KEY AREAS

PROACTIVE KEY AREA REACTIVE KEY AREA PASIVE KEY AREA

KEY KEYKEY

DYNAMIC AND READY TO LOOK FOR SOLUTIONS

MAKES THE JOB,EXCEPTIONS COULD BECOME A PROBLEM

WORK BECOMES A WAR BETWEEN PARTICIPANTS

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Two Approaches to ChangeJUST UNIDIRECTIONAL

COMMUNICATION (WRONG WAY)CHANGE THEIR ENVIRONMENT

(RIGHT WAY)

CHANGE THE RULES

PEOPLE DON´T FEEL IMPORTANT WHEN THEY ARE NOT INVOLVED

PEOPLE DON´T LIKE JUST RECEIVING ORDERS

EMPLOYEES WILL BE AGAINST CHANGES THAT THEY HAVEN´T

DEFINED

FEEDBACK ENGAGES AND EMPOWER PEOPLE GOING AHEAD WITH CHANGES

LEADING BY EXAMPLE

Direction

CommunicationOrganization

Culture

Means

EMPOWER THE EMPLOYEES THAT ACT AS THE EXPECTED BEHAVIOUR

feedback

Direction

feedback

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Activity Area

Characters

Relationships













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Some Brief Recommendations

FOR YOU

FOR YOUR TEAM

FOR YOUR CO.

DO NOT BE TOO COMFORTABLE

REINVENT YOUR WORK EVERY DAY: LEARN & LOOK FOR OPPORTUNITIESFOSTER RELATIONSHIPS WITH OTHERS: HELP & SHARE

KEEP THEM IN THE LOOP

TAKE THEM OUT THEIR COMFORT ZONE

FOSTER RELATIONSHIPS WITH OTHER TEAMS AND ORGANIZATIONS

CREATE AN APPROPIATE ENVIRONMENTBE AWARE WHO IS IN CHARGE OF KEY AREAS

EMPOWER PROACTIVE PEOPLE

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Action Plan

ASSESS

PLAN

CHANGEGATHER AS

MANY

INFORMATION

AS POSSIBLE

ASSURE YOU

PERFORM A GOOD

CHANGE

MANAGEMENT

SET YOUR GOALS, PRIORITIES AND ROADMAP

IMPROVEMENT IS AN ONGOING PROCESS

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Action Plan: AssessASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER

UNDERSTANDING ABOUT WHAT´S HAPPENING

ORGANIZATIONAL CULTURE

PEOPLE & AREAS FEELINGS

HIERARCHY & FLOW MAPS

IDENTIFY WHICH ELEMENTS ARE WORKING AGAINST YOUR DESIRED

CULTURE

GET PEOPLE FEELINGS AND HOW AREAS ARE PERCEIVED

INTERNALLY AND EXTERNALLY

GET INFORMATION ABOUT HOW HEALTHY IS

YOUR ACTIVITY AND STRUCTURE

COMMON, DIFFERENT OR AMBIGUOUS CULTURE

FORMAL AND INFORMAL RULES FOR COMMUNICATION,

INTERACTION, CONFLICT MANAGEMENT

IDEOLOGY, RITUALS, SYMBOLS, STORIES,

JARGONS

ASK PEOPLE ABOUT: HOW LONG ARE IS THE

CURRENT POSITION HIS JOB PERCEPTION HIS AREA PERCEPTION

ASK ABOUT AREAS RELATIONSHIPS: KIND OF AREA (key or not

key) AREA MANAGER

PERCEPTION AREA PERCEPTION

PROCESS FLOW MAP

HIERARCHY PERCEPTION MAP

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Action Plan: Assess: Hierarchy PerceptionASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER











JARGONS




key) AREA MANAGER


PROCESS FLOW MAP


ORGANIZATION STRUCTURE AND AREAS PERCEPTION ALLOW TO IDENTIFY THE SOURCE OF UNDESIRED BEHAVIOURS

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Action Plan: Assess: Process Flow MapASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER











JARGONS




key) AREA MANAGER


PROCESS FLOW MAP


BUSINESS PROCESSES AND AREAS PERCEPTION ALLOW TO IDENTIFY WHERE AND WHY THE BUSINESS DOES NOT FLOW

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Action Plan: Plan

DESIRED ORGANIZATIONAL

CULTUREDESIRED MANAGERIAL

PROFILES

GOALS KEY AREAS TO MANAGE PLAN

DESIRED BEHAVIOURS

CULTURAL ADJUSTMENTS

CHANGES FOR CHANGE INDUCEMENT

ROADMAP

ORGANIZATIONAL SPONSORS INVOLVEMENT

HIERARCHY & FLOW MAP CHANGES TO ADDRESS

PEOPLE TO MOVE, TO DISCARD AND PROFILES TO

HIRE

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Action Plan: Change

LET THE MUSIC SOUNDS, AND TO ASSURE IT BE SURE

YOU HAVE THE RIGHT MANAGER

YOU HAVE THE TEAM TO MAKE IT HAPPEND

YOU HAVE THE MEANS FOR PERFORMANCE

FOR FURTHER INFORMATION AND INSIGHT SHARING Rodolfo Martín Nieto

http://es.linkedin.com/in/rodolfomartinnieto

Business

Comfort zone & work