From http://marcominghetti.nova100.ilsole24ore.com/2008/08/le-motivazioni.html , to date:
"For some 'time I'm noticing men and women all dressed alike, who meet at the bar or restaurant self-service for lunch. He dresses with dark gray, white shirt, knotted tie a big bit 'loose, pointed shoes. The cut of the dress is pretty cheap, we understand that the type is grown with ripped jeans on the knees, but when it became the place and started to do some 'career touches to dress like that. She with dark pinstripe suit, with a hint of jabot blouse but more often with white tie, high heels, a trace of makeup. She too is not quite at ease, and you see a mile of that place before he dressed very casual.
Who am I?
Paintings and middle managers, always stressed, always on the run, talk about work and career including the street or in line at self-service, terrified by all suppliers, customers, bosses. They work until late at night, they cancel in the role of hard-won, every day they are afraid of being transferred, laid off, the company closes or is sold to a holding Indo-Romanian, that their sector is obsolete, that their expertise become obsolete for technological progress. They earn little, and then are weighed down by home loans and deferred payments. They feel frustrated, because they often deal with consultants who work for a day of requesting the same amount of money they take in a month. Often they are single because they can not even afford to have a family.
They work on projects from obscure or non-shared goals, unrealistic deadlines with convoluted. Are not tied to his colleagues, for the high turnover rate that is constantly changing roles and people, let alone the company, because they are always looking for better accommodations, they do not like their work, they have chosen in the absence of another.
Their leaders talk about team spirit of teamwork, of being the winning team, but they say it so boring and not very convinced, holding on with slides that dramatically lowers the credibility. So make use of training and coaching companies to which they delegate the task of building the team that they are not able to build.
So here you are on former players, former athletes, former psychologists who offer the most unlikely situations that drive the victims, forcing them to actors or comedians, to address the public even if they are timid and shy, making a film , singing, grooming animals more or less condescending, climbing, boating, sailing pose as commissioners to investigate non-existent crime.
It is structured as a contest between the consultant and the head (or head of human resources), where the consultant offers the most extravagant things, the leader discards three quarters because they have already made, the remaining one-fourth because they have not yet done, and then the boss would be too risky. Ends up that the leader chooses the thing that is fashionable at the moment, the rope bridge is no longer, the better the catamaran. If the conference goes well, the chief merit of having made a good choice, if the boss is wrong, however, are not to blame, because it was the most popular. The consultants the most serious attempt to understand if upstream head has a strategy of motivation, but because the vast majority cases there is no strategy, they learn to sell what the latest fashion. It does not matter if it is new and what has theoretical basis, just to be fashionable.
So it is that the unfortunate are dispatched to some remote place to do things they did early man, how to build rafts and get food, why not build a raft is a new thing, but because it is so fashionable in the tour of resources human.
The lack of a strategy does not even considered important to the debriefing, which should make sense of the experiential workshop to guide participants to transfer the experience in their work. There is limited experience, without worry about whether it works or not. Some participants have fun, others miss the old boring classroom training, at least it was the warmth and you could even take a nap. Some get to know each other, and that says it all: how do you turn a team that people do not even know each other?
This creates a perverse mechanism, where the head of all the evidence (the theater no, we did it last year, have also made films and sailing "" How about a seminar for non-verbal communication with horses? ") because none of the above experiences it worked, and wonders why it did not work. It 's like if we went to the doctor and we asked a liposuction or the installation of a pacemaker, without clinical, without understanding if we are sick, what, and how we could be thought healed. Even an old remedy as a rinse of baking soda can be effective if well harmonized with the analysis and diagnosis.
This is not to say that outdoor training, seminars and experiential team building is not used to, but any action should follow, not precede, the correct definition of the problem, and a good strategy to resolve it.
If the problem is to motivate and work as a team, the questions are: How participants were selected to the working group? What promises were made to them in case of success? What threats in the event of failure? We know their interests and their motivational levers? We are able to satisfy those interests and to move those levers?
If we are not able to answer such questions, any training, coaching, team building, classroom or the Caribbean, it is perfectly useless. "
Umberto Santucci
"For some 'time I'm noticing men and women all dressed alike, who meet at the bar or restaurant self-service for lunch. He dresses with dark gray, white shirt, knotted tie a big bit 'loose, pointed shoes. The cut of the dress is pretty cheap, we understand that the type is grown with ripped jeans on the knees, but when it became the place and started to do some 'career touches to dress like that. She with dark pinstripe suit, with a hint of jabot blouse but more often with white tie, high heels, a trace of makeup. She too is not quite at ease, and you see a mile of that place before he dressed very casual.
Who am I?
Paintings and middle managers, always stressed, always on the run, talk about work and career including the street or in line at self-service, terrified by all suppliers, customers, bosses. They work until late at night, they cancel in the role of hard-won, every day they are afraid of being transferred, laid off, the company closes or is sold to a holding Indo-Romanian, that their sector is obsolete, that their expertise become obsolete for technological progress. They earn little, and then are weighed down by home loans and deferred payments. They feel frustrated, because they often deal with consultants who work for a day of requesting the same amount of money they take in a month. Often they are single because they can not even afford to have a family.
They work on projects from obscure or non-shared goals, unrealistic deadlines with convoluted. Are not tied to his colleagues, for the high turnover rate that is constantly changing roles and people, let alone the company, because they are always looking for better accommodations, they do not like their work, they have chosen in the absence of another.
Their leaders talk about team spirit of teamwork, of being the winning team, but they say it so boring and not very convinced, holding on with slides that dramatically lowers the credibility. So make use of training and coaching companies to which they delegate the task of building the team that they are not able to build.
So here you are on former players, former athletes, former psychologists who offer the most unlikely situations that drive the victims, forcing them to actors or comedians, to address the public even if they are timid and shy, making a film , singing, grooming animals more or less condescending, climbing, boating, sailing pose as commissioners to investigate non-existent crime.
It is structured as a contest between the consultant and the head (or head of human resources), where the consultant offers the most extravagant things, the leader discards three quarters because they have already made, the remaining one-fourth because they have not yet done, and then the boss would be too risky. Ends up that the leader chooses the thing that is fashionable at the moment, the rope bridge is no longer, the better the catamaran. If the conference goes well, the chief merit of having made a good choice, if the boss is wrong, however, are not to blame, because it was the most popular. The consultants the most serious attempt to understand if upstream head has a strategy of motivation, but because the vast majority cases there is no strategy, they learn to sell what the latest fashion. It does not matter if it is new and what has theoretical basis, just to be fashionable.
So it is that the unfortunate are dispatched to some remote place to do things they did early man, how to build rafts and get food, why not build a raft is a new thing, but because it is so fashionable in the tour of resources human.
The lack of a strategy does not even considered important to the debriefing, which should make sense of the experiential workshop to guide participants to transfer the experience in their work. There is limited experience, without worry about whether it works or not. Some participants have fun, others miss the old boring classroom training, at least it was the warmth and you could even take a nap. Some get to know each other, and that says it all: how do you turn a team that people do not even know each other?
This creates a perverse mechanism, where the head of all the evidence (the theater no, we did it last year, have also made films and sailing "" How about a seminar for non-verbal communication with horses? ") because none of the above experiences it worked, and wonders why it did not work. It 's like if we went to the doctor and we asked a liposuction or the installation of a pacemaker, without clinical, without understanding if we are sick, what, and how we could be thought healed. Even an old remedy as a rinse of baking soda can be effective if well harmonized with the analysis and diagnosis.
This is not to say that outdoor training, seminars and experiential team building is not used to, but any action should follow, not precede, the correct definition of the problem, and a good strategy to resolve it.
If the problem is to motivate and work as a team, the questions are: How participants were selected to the working group? What promises were made to them in case of success? What threats in the event of failure? We know their interests and their motivational levers? We are able to satisfy those interests and to move those levers?
If we are not able to answer such questions, any training, coaching, team building, classroom or the Caribbean, it is perfectly useless. "
Umberto Santucci
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