What are you reading these days?#brainfood

omerong
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What are you reading these days?#brainfood

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Gabriel Cretier

Gabriel Cretier

Anybody read The Great game of Business by Jack Stack?

Ellen

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Gabriel Cretier

Gabriel Cretier

Anybody read The Great game of Business by Jack Stack?

Ellen

I have, fantastic book!

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Glenda Turner

Glenda Turner

Recommending We Space, By Dr. Charles Ehin
Under ordinary circumstances, people tend to do what is comfortable. That is typically whatever helps them feel in control. In good times, they may be willing to be uncomfortable and take a few risks, however, in times of extreme pressure and fear such as Covid-19 presents, the tendency toward control increases for both managers and employees. Managers often revert to “command and control.” Sadly, that is the opposite of what is needed. As managers exert more control, employees resist and pull away. This dynamic creates a Management Paradox.

In his insightful book, Expanding We Spaces Narrowing the Management Paradox, Dr. Charles Ehin explains this paradox and the implications. At the very times they most need every neuron of innovation and creativity, managers stifle them. More control diminishes the potential for conditions that are exactly the opposite of what are intended and needed. Through his deep understanding of cognitive science, Dr. Ehin shows why this paradox unfolds.

Management’s action/reaction may lead to coercion. Nothing really gets done even though people seem “busy.” We see coercion, even polarization, very prevalent and visible in our society today. While visible and explicit in society, coercion is not so visible or explicit in organizations. In an implicit response, people “pretend” to go along, and do just enough to get by, all the while pulling in the opposite direction, holding back the very creative energy and insights so badly needed at all times but especially in these times. Ehin outlines these stages from coercion to collaboration. Achieving compliance which is, ironically, the goal of command and control, will not suffice. Furthermore, not knowing the “why” in terms of cognitive science leads to finger-pointing and blame instead of responsibility and learning. Consequently, companies lose out on individual innovation and creativity. Most importantly, they never realize the synergy that comes from people self-managing and collaborating in trust and common purpose – the sweet spot Dr. Ehin describes.

If we are to believe the experts, Covid-19 is only the beginning of emergent diseases, climate catastrophes, and more “surprises” to come. Companies that will thrive are the resilient ones, the ones that prepare, adapt, and transform in this new era. These companies will be able to create the spaces where every neuron of creative energy and innovation fires--a company of relationships, of We Spaces.

Dr. Ehin talks about the importance of these relationships in creating We Spaces where people can self-manage, and feel free to express, innovate, and implement new ideas to transform the business. As a practitioner, I suggest Systems Thinking and VES (Meggitt and Sarri 2019, referenced by Ehin in We Space Fundamentals, p.19) are complementary and useful to We Space creation.

With all the information we now have, It is astounding that people tend to ignore the cognitive science that is readily available. Some may find it daunting. Dr. Ehin astutely presents it in such a way that it is understandable for even a beginner. Success in these turbulent times depends upon heeding his advice.

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