Most people believe that what is apparent is important, but ‘employers of choice’ recognise that what is not apparent is most important.
Successful companies build upon social interaction to develop innovative concepts leading to disruptive product and service developments.
People over time in a business often have learned not to listen to what management says but to pay attention only to what is going on around them on a day-to-day basis.
The true structure of the organisation is not what is written down on an organisational chart, but what actually occurs as people connect through roles, influence and decision-making processes. The connection and coordination necessary to get things done happens because of productive personal relationships based upon trust and reciprocity. Sharing knowledge and adding value to the organisation depends upon the capabilities of workers to informally connect with others.
Understanding and facilitating these relationships, which flow through a web of professional networks and across functional boundaries, allows employees to create productive change. And since competition is a matter of relations, the company’s ability to structure and control the process of securing productive relationships will determine success in the marketplace.
“The best leaders build the ‘social capital’ of their organisations,” says Dr. Wayne Baker, author of "Achieving Success Through Social Capital" (Jossey-Bass, 2000). “They enable their people to build the business and personal networks they need to thrive in the New Economy. In truth, success depends on two factors - what a person knows, his or her human capital, and the network of relationships he or she has developed, the person's social capital.
"As you make every effort to be a good team member, co-worker or colleague, in so doing, you are able to amplify your capabilities far beyond what you are capable of individually. As Professor Baker says, "I know people who have improved their social capital and increased their earnings, made more sales, more profits and improved customer satisfaction. If you change your behaviours, there is much higher probability you will achieve the results you seek, as well."
Further to the concept of social interaction, according to recent research, companies across the country are attempting to boost productivity by changing up office seating assignments. This strategy, described as, a “game of musical chairs,” calls for the shifting of employees from desk to desk every few months, mixing people from different departments in an attempt to increase innovative thinking and team collaboration.
Of course, having your desk next to the elevator or front entrance, gives you a competitive advantage in that fellow employees will stop and share with you some ideas that they want to talk through to reach clarity.
However, many companies have been slow to adopt new workplace philosophies for fear of change.
Sandy Greene, Principal of Creative at Intuitive Company (IC), believes that integrating high level leaders and entry level employees will lead to increased productivity, idea generation and the formation of working relationships.
Sandy and his team believe that change is a natural and necessary part of growing a business. In addition to seating arrangements, Intuitive also values:
· An open office environment. Cubicles and closed door offices do little to help foster teamwork and creativity.
· Free flowing communication. Instead of emailing colleagues with questions, IC employees try to have real-life conversations with each other. It is important for everyone to feel ownership of the company's goals.
· Success recognition. It is important for employees to celebrate their own successes and recognise the successes of their co-workers.
With thanks to Coach2Coach e-newsletter, October 31 2013
Business Tips
Talking With Each Other @ Work
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- Category: Communication
