Integration and Subsummary PV215 - 12 2 (C) J. Plamínek Synergetization principle of depersonalization principle of mediation PV215 - 12 3 iceberg.jpg attitudes interests Why? interests interests Why? Why? (C) J. Plamínek Synergetization principle of rationalization princinple of many dimensions PV215 - 12 4 iceberg.jpg Synergetization }Cooperation cannot be ordered or learnt ◦set up appropriate conditions so that cooperation pays off }Conflicts are natural and essential to avoid stagnation, however they have to be treated well ◦conflicts between interests of group members and group itself ◦conflicts coming from diversity of group members }When conditions for cooperation are set up AND conflicts are managed the ordinary group can change itself to the team PV215 - 12 5 Synergetization PV215 - 12 6 Who? What? How? Who? (C) J. Plamínek Synergetization 1. Gaining confidence and order 2. Waking of Activity 3. Synergy development Managing force Person (manager) Members (including manager) Ideas Focus Operational task, manager Processes and rules Relations and goals Managerial style Directive management Open management Synergistic management Typical kind of communication Monolog Dialog Facilitation Decision making Authoritative Consultative Delegative or participative Effective incentives Stimulation Motivation Self-motivation Relationships development Passivity retreat, onset of competition Development of competition, onset of cooperation Development of team work PV215 - 12 7 (C) J. Plamínek Synergetization goa_div_yy.png PV215 - 12 8 (C) J. Plamínek Synergetization 1)What bothers me specifically? 2)Is the problem on my side? 3)Is the problem in the system? 4)Does he or she cause the problems intentionally? 5)Why does he or she cause the problems? } } PV215 - 12 9 Integration 1) describe problem in the terms of consequences 2) it is easier change myself than another person 3 work for two people simultaneously, he works for me, but I can not evaluate him PV215 - 12 10 Integration PV215 - 12 11 (C) J. Plamínek Integration dependence – napodobování ostatních, neschopnost tvořit nové reakce, latitude – nezávislé chování, přehlížení odpovědnosti, nevnímají sebe sama v širších souvislostech – freedom - rozvíjení citlivosti k potřebám okolí, schopnost vidět se očima ostatních, uvšědomovat si důsledky svých činů altruism oppression egoism self-destruction Me=0 You=0 Cooperation Me>0, You>0 value co-creation Competition Me>0, You<0 value claiming Destruction Me<0, You<0 value destruction Yielding Me<0, You>0 value offering Passivity Me=0, You=0 PV215 - 13 12 Person (human resources bearer) Qualities (the way we are) Attitudes (what we want, what we believe in) Abilities (what we know and can do) req_pos_yy.png lab_res_yy.png }Theory of vitality ◦pyramids interaction }Theory of constraints }Competency rule }Roles and tasks }Troubleshooting }Management by Competencies } PV215 - 13 13 PV215 - 13 14 subjects needs products processes resources structures fb_acc_yy.png ff_ini_yy.png req_pos_yy.png (C) J. Plamínek crisis eqi. stability PV215 - 13 15 Effectiveness? Usefulness? no no yes Usefulness! Effectiveness! yes Stability? Stability! yes Dynamics? no Dynamics! yes Consultation! no (C) J. Plamínek PV215 - 13 16 lab_res_yy.png competence= resources + labor Every success or failure of any company corresponds to the competencies of people responsible for company performance (R. Fišer) (C) J. Plamínek PV215 - 13 17 Role of Performer Role of Manager Role of Leader strategic frame monitoring goals ways tasks evaluation internal resources internal products (C) J. Plamínek PV215 - 13 18 req_pos_yy.png PV215 - 13 19 PV215 - 13 20 PV215 - 13 21 pyramid of vitality ! theory of constraint ! theory of constraint functional model competency rule pyramid of culture realization project What When Who (C) J. Plamínek PV215 - 13 22 ! theory of constraint lab_res_yy.png theory of vitality competency rule (C) J. Plamínek