Habilitation, Integration and Synergitization PV215 - 12 2 Person (human resources bearer) Qualities (the way we are) Attitudes (what we want, what we believe in) Abilities (what we know and can do) Integra tion Synergeti zation Habilitation Motivation Orientation Definition (C) J. Plamínek (C) J. Plamínek   Motivation and Perspective   Habilitation   Integration   Synergetization ◦  Synergy ◦  Interpersonal relationships ◦  Differences between people ◦  Conflicts ◦  From group to Team PV215 - 12 3 Integra tion Synergeti zation Habilitation PV215 - 12 4 top management middle management junior management workers moneyandprestige results (C) J. Plamínek Motivation and Perspective PV215 - 12 5 leader role managerial role specialist role worker role money and prestige results ... (C) J. Plamínek Motivation and Perspective Habilitation PV215 - 12 6 I S H M O D Process Activity Demands Requirements Required abilities Required attitudes Required qualities Required results Hiring people Orientation, motivation Comparison of required (R) and real (L) abilities Results evaluation Real abilities (C) J. Plamínek PV215 - 12 7 I S H M O D Develop abilities YES Prepare requirements reduction NO NO Increase requirements YES Comparison of required (R) and real (L) abilities Let it be NO NO L=R Will requirements grove? YES Is there potential for development? YES Is it effective to develop abilities? YES YES Is it effective to develop abilities? LR Is it possible to use abilities more effectively? Reduce requirements NO NO Habilitation PV215 - 12 8 I S H M O D Training (trainer) Couching (couch) Lectures (lecturer) Consulting (consultant) general view (models) specific issues (reality) practice (skills) theory (knowledge) (C) J. Plamínek Habilitation 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 I S H M O D Integration Wants to attract attention • then assign the role Wants to solve a problem • then reveal and understand the problem Wants to mask his or her inability • then habilitate him or her Does not like me, want to hurt me • are there specific causes? • if so, remove them • if not, limit contacts Does not care, is passive • then orientate and motivate him or her It is his or her nature or unknown • if it is important, ask specialist PV215 - 12 10 I S H M O D Integration PV215 - 12 11 Synergy Freedom Latitude Dependence I S H M O D (C) J. Plamínek Integration cre( ) PV215 - 12 12 + =E cre ... relationship efficiency coefficient cre < 1 ... conflict cre = 1 ... neutral cre > 1 ... synergy Synergetization PV215 - 12 13 altruismoppression 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 14 Competition Me>0, You<0 Managerial Stimuli Relative evaluation Support of individualism Non-discrimination of roles Muting external pressure Feelings Feeling of Lack Need to take Preference of individual goals Aggregated competitive energy (C) J. Plamínek Synergetization PV215 - 12 15 Cooperation Me>0, You>0 Managerial Stimuli Absolute evaluation Attractive and shared goals Discrimination of roles Exposition to External pressure Feelings Feeling of joint opportunity and mutual benefit Need to create Preference of sharing of goals and values Shared feeling threat (C) J. Plamínek Synergetization PV215 - 12 16 Managerial Stimuli Self-sacrifice appreciation Manager as an example Support of Individual development Important of goals and values Feelings Need of high self- assessment Need to give Need to be useful, to excel, to belong Need to impersonate Yielding Me<0, You>0 (C) J. Plamínek Synergetization PV215 - 12 17 Managerial Stimuli Unfair evaluation Superiority and disregard Unclear evaluation Indifference and unconcern Feelings Feeling of injustice Disorientation Uncertainty Feeling of extirpation Destruction Me<0, You<0 (C) J. Plamínek Synergetization PV215 - 12 18 Managerial Stimuli Absurd or unexplained goals or values There is example to follow Lack of incentives Feelings Values and goals are meaningless Pursuit of values and goals does not make sense Passivity Me=0, You=0 (C) J. Plamínek Synergetization • outer relationships: long-term relationships with customers, suppliers, and non-competitive partners • inner relationships: long-term beneficial Cooperation • outer relationships: long-term relationships with competitors • inner relationships: long-term for dynamic stimulation Competition • short-term beneficial for crisis situation • only as a result of self-motivationYielding • undesirable, prevention necessaryDestruction • undesirable, prevention necessaryPassivity PV215 - 12 19Synergetization   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 20Synergetization   Start with cooperation, then react symmetrically PV215 - 12 21 Helpfulness Retribution Forgiveness Facilitation Adaptation Influence Synergetization PV215 - 12 22 Profit Get know Subdue Neglect (C) J. Plamínek Synergetization PV215 - 12 23 Are there conflicts? Stagnation Are conflicts handled well? Revolution Evolution (C) J. Plamínek Synergetization PV215 - 12 24 Emotional envelope Factual core problem quarrel (C) J. Plamínek Synergetization PV215 - 12 25 attitudes interests Why? interests interests Why? Why? morerecognizable moresoluble (C) J. Plamínek Synergetization Principle of evolution Principle of prevention Principle of depersonalization Principle of mediation Principle of rationalization Principle of many dimensions PV215 - 12 26 Emotional envelope Factual core Are there conflicts? Stagnation Are conflicts handled well? Evolution Revolution 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 27Synergetization Relations Process Thing Power PV215 - 12 28 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 29 (C) J. Plamínek Synergetization PV215 - 12 30 (C) J. Plamínek Synergetization   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 31Synergetization