Archive for March, 2013

Reciprocity

Wednesday, March 27th, 2013

This is entry 3 in a series. If you would like to read the preceding posts in the series follow the links: I did what now?! and Compliance

Simply said: I do for you and you do for me. On the surface one may feel that the only reason why someone would act within the guide of reciprocity is the expectation of return action. Reciprocity goes much deeper than that. Give and take elements govern the majority of our relationships whether or not you may recognize the subtle exchanges that take place. Exchanges can range from; an emotional fulfillment from a caring friend, assisting in moving, sharing responsibilities, assisting in the completion of errands/tasks, intellectual support and the like.

Although many of the exchanges listed may lend themselves in retrospection, to our more personal relationships they are present in our work life. Ever have a coworker ask for your help in completing a task? Reading over their report? Making those last few copies? Covering for them (insert reason here)? Recovering that lost document? These, along with a myriad of examples bouncing around in your thoughts, are reciprocal actions. We help because we know that at some point we are going to need help.

No man is an Isand, intire of it selfe; every man is a peece of the Continent, a part of the maine; if a Clod bee washed away by the Sea, Europe is the lesse, as well as if a Promontorie were, as well as if a Mannor of thy friends or of thine owne were; any mans death diminishes me, because I am involved in Mankinde; And therefore never send to know for whom the belltolls; It tolls for thee.

– A famous line from “Meditation XVII,” by the English poet John Donne

 

If, as individuals, we could handle all that is placed upon us there would never have been ingrained in humanity the division of labor and communal living that has led to our survival as a species. This holds true for the workplace as well. As a community in the workplace we rely on one another’s assistance in both task completion and emotional wellbeing. Harm to either one of these safeties will have far reaching effects. As I discussed in Compliance the repercussions can run deep through an institution where reciprocity is replaced by demand.

 

So what needs to happen?

Be nice!

Communication before action.

Allocate resources to ensure success.

Always help those who need you.

Don’t act with the sole intention of reciprocal action.

Be nice! oh wait did I mention that?

Set personal agendas aside and do what is best in the situation that will have positive long lasting effects (if you don’t know the best course of action then talk with your cohorts).

Realize that people have sought you out because they think you are capable of helping them. Help them!

Make sure that within whatever role you play that you have afforded those you work with every possible opportunity for success.

Lastly… BE NICE! (I guess we just cannot get away from that one).

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Compliance

Monday, March 25th, 2013

Every role places us into an environment of expectations. Job, family, community, and to each of these a specific set of governing rules. In particular I d like to focus on the job and embedded expectation that accompany any workplace.
From a management perspective Compliance in the workplace may be leveraged in several ways; Investment by an employee in the total scope and purpose of the company, positive incentives such as monitary gains as interwoven in benchmarks and successful project completions, or the altruistic sense in assureing the success of your clients and the long term relationship gained. Knowing that the preceding list is far from comprehensive, all that I have mentioned is on the good side of compliance. Good as qualified by those actions that connect to a higher purpose in work and serving the needs of the client.
Now wouldn’t it be nice if we could end there and be happy? If only work life was so rose colored. Alas we too must delve into the mier of compliance as dictated by negative incentives; authoritarianism, threats, personal retributions, the arbitray restructuring of focus and support, and generated instability within the work force.
It is my hope that from those of you who read this post your day to day work life motivation is derived from the list of positives rather than being under the heavy weight of negative disincentives. However, for those fall prey to the latter, the rest of this post is for you…
“DO IT BECAUSE I SAID SO!” A simple utterance posited to nearly every child throughout history in an attempt to gain compliance from a parent. Well, I am not a child!
I am an adult with 13 years of experience in my discipline and have a track record of commitment, creativity, conscience and consultation (along with a little alliteration) to best achieve desired out comes. So why is it that I feel like a child when demands are levied upon me in the fashion of: “Do this, NOW!”
Personality defaults aside we all react in the same way when a higher up levies a demand in this manner and although some of you may be better at hiding your disdain at the time, the fumes of discontent eventually rise engulfing your demeanor and seep into the fibers of your being. As we sit in this fog of frustration along with the recollection of events playing back an ever present “who do they think they are?” Resounds and each echo carrying with it the expectation of respect and the violation held in the exchange.
What to do? Some will continue on doing their job with little to no affect, others may seek an alternative place of employment and others may subtly undermine the system though various forms of malfesient. However something worse may take hold; they just might meet expectations rather than exceeding as they once may have done. This last response, although sounding quite miniscule in retaliation, actually caries with it the most subtle and far reaching act of retribution in non compliance then those preceding it as optioned. I say this as not only has the individual made a conscience choice in opposition to the individual who is at the core of the disrespectful action but too those in proximity and that may request of the individual an extension into action that was once customary. The loss can be compounded depending on the size of the social leverage the new dissident carries as they may inspire others to inaction and a slow down of productivity.
Imagine all of this from an ill formed heiracically based command demanding conformity of action resulting in grotesque obsolescence of employee engagement when there are many other more positive ways to leverage action within the workplace.

Stay tuned for leveraging via resiprosity

I did what now?!

Friday, March 22nd, 2013

On leading…

“What you do speaks so loudly that I cannot hear what you say.” – Ralph Waldo Emerson

There are numerous articles and texts that a person can read that may provide guidance in developing leadership skills, unfortunately, this is not one. Rather this is an anecdote illustrating the impact of lacking such skills.

Throughout education training and classroom management skills development, the concept of treating those who enter your classroom as individuals with unique experience and thoughts to share is touted quite vehemently. Support their learning and encourage each individual and success will be achieved, easy enough right? Well, how about this situation? For those teachers out there reading this I would bet a month’s wage, just think you can get yourself a tank of gas and maybe a coke, that you have had this experience… A student is in proximity to other students who are misbehaving. Not fully knowing the breadth of the situation you pull the group together and reprimand them all guilty and not. You may have achieved your desired goal of setting those misbehaving students back on their academic course, however; are you aware of the unintended consequences of your actions?

Through your actions you have created a new dissident among your ranks. That one non guilty student whose guilt lies only in proximity to the event now sees their experience lined with distrust and Machiavellian actions governing their environment. Is there any way to reconcile these new found understandings dwelling within this student? Maybe, however; at its core there is no way to repair the damage done within the relationship. To be wrongly accused of an action and to receive no conciliatory acknowledgement has to be one of the most disengaging acts held between two people. Damaged as it may be a person well aware of the situational power dynamics that govern actions in hierarchical relationships realize that the outcome in action can be narrowed to only one end course of action, Compliance.

To be continued…

Keep an eye out for the upcoming posts:

On Compliance and On Reciprocity