Motivation, Stimulation, Habilitation, Synergitization and Integration PV215 - 11b 2 Bearable working conditions Sufficient financial income Securing the future Good interpersonal relationships Image of the company Bonuses and career Appreciation and respect Space for personal development Useful work (C) J. Plamínek Motivation Environ TABLE 35 V praci museji byt splneni alespon 2 ze 3 veci: penize, lide, prace PV215 - 12 3 Person (human resources bearer) Qualities (the way we are) Attitudes (what we want, what we believe in) Abilities (what we know and can do) (C) J. Plamínek (C) J. Plamínek PV215 - 12 4 general view (models) specific issues (reality) practice (skills) theory (knowledge) (C) J. Plamínek Habilitation telefonista_black.png cre( ) PV215 - 12 5 sportsman.png + =E cre ... relationship efficiency coefficient cre < 1 ... conflict cre = 1 ... neutral cre > 1 ... synergy Synergetization PV215 - 12 6 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 (C) J. Plamínek Synergetization PV215 - 12 7 Competition Me>0, You<0 (C) J. Plamínek Synergetization * absecnce spolecnzch cilu vede k prosazovani cilu individualnich •soutezeni je dlouhodobe udrzitelnou taktikou mezilidskych vztahu, jeji nositele nezapominaji na sve zajmy – vztahy vsak byvaji napjate; prima soutez vylucuje synergicky efekt • dlouhodoba taktika vnejsich vztahu s konkutenty, kratkodoba taktika vnitrnich vztahu, kdy skupine chybi vnitrni dynamika PV215 - 12 8 Cooperation Me>0, You>0 (C) J. Plamínek Synergetization * egoisticka slozka zpusobuje, ze spolupracujeme, jen kdyz je to pro nas vyhodné, nekdy mame pocit, ze soutezi ziskame vice a tak soutezime a to bud dokud nezvitezime, nebo radeji nezacneme spolupracovat •vliv egoisticke slozky zpusobuje, ze pri spolupraci nezapominame na vlastni zajmy => udrzitelnost • zadouci dlouhodoba taktika vnitrnich vztahu a vhodna dlouhodoba taktika vnejsich vztahu s nekonkurencnimi subjekty PV215 - 12 9 Yielding Me<0, You>0 (C) J. Plamínek Synergetization •rozlišujeme ústup (přizpůsobení pod tlakem) a obětavost (přizpůsobení v tahu) •pricinou ustupu je vnejsi tlak, taktikou v dlouhodobe soutezi •predevsim ocenenim, vlastnim prikladem •patra hierarchie potreb, nizsi nic moc, vyssi ok •spolecne cile, pro ktere ma smysl se obetovat, zvysovani podilu na rozhodovani •dlouhodobe nezdrava taktika – jde o zalohu pro krizove situace PV215 - 12 10 Destruction Me<0, You<0 (C) J. Plamínek Synergetization } PV215 - 12 11 Passivity Me=0, You=0 (C) J. Plamínek Synergetization PV215 - 12 12 Synergetization }Strategically important are cooperation and competition }Competition is sustainable if clear rules are defined }Cooperation is sustainable if it is symmetric ◦more stable cooperation is based on foregoing competition – partners know strengths of each other and show due respect }The most successful strategy designed by Anatol Rapoport: Tit-for-Tat PV215 - 12 13 Synergetization }Start with cooperation, then react symmetrically PV215 - 12 14 Synergetization PV215 - 12 15 Profit Get know Subdue Neglect knife gun kido (C) J. Plamínek Synergetization PV215 - 12 16 (C) J. Plamínek Synergetization principle of evolution principle of prevention PV215 - 12 17 (C) J. Plamínek Synergetization principle of depersonalization principle of mediation PV215 - 12 18 iceberg.jpg attitudes interests Why? interests interests Why? Why? (C) J. Plamínek Synergetization principle of rationalization princinple of many dimensions PV215 - 12 19 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 20 Synergetization PV215 - 12 21 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 22 (C) J. Plamínek Synergetization goa_div_yy.png PV215 - 12 23 (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 24 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 25 Integration PV215 - 12 26 (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 }Cooperation is the most sustainable type of interpersonal relationship }Competition may be used to support team dynamics }Conflicts are natural and essential, but they must be under control ◦6 principles }Maturation of the group PV215 - 12 27 Synergetization