Insight Driven - Human Factors at Work
Upcoming SlideShare
Loading in...5
×
 

Insight Driven - Human Factors at Work

on

  • 545 views

 

Statistics

Views

Total Views
545
Views on SlideShare
466
Embed Views
79

Actions

Likes
0
Downloads
1
Comments
0

2 Embeds 79

http://www.insightdriven.co.uk 41
http://sitebuilder.yola.com 38

Accessibility

Categories

Upload Details

Uploaded via as Microsoft Word

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Insight Driven - Human Factors at Work Insight Driven - Human Factors at Work Document Transcript

  • Strategic People Management & Talent Acquisition. Insight Driven’s Overview of “The Human Factors at Work”When thinking about the complexity of human behaviour at work, it can bevery useful to use this simple conceptual framework, which separatesbehaviour at work into five “levels” as shown in the diagram below.Each “level” can be drawn on to develop a more informed understanding ofthe “human context” at work. An overview of the types of issues orphenomena that might be considered or explored within each level isprovided below. SELF & SELF (intra-personal) THE OTHER (inter-personal) Organisation as a whole US US & THEM (intra-group) (inter-group)
  • Strategic People Management & Talent Acquisition.SELF(INTRA-PERSONAL)Issues to do with the internal / mental world of the individual  Types of intelligence (including Emotional Intelligence)  Feelings; their role , control and expression  The unconscious mind  Values as behavioural drivers  Cognitive preferences as behavioural drivers  Learning process and learning styles  The nature of threat and categories of threat  Unconscious defences; behavioural and thinking habits  The nature of stress and categories of stress  (healthy, accumulating, debilitating)  Work - Life balance  Change / transitions; the grief cycle  The meaning and benefits of “self-mastery”
  • Strategic People Management & Talent Acquisition.SELF & THE OTHER(INTER-PERSONAL)Issues to do with the interaction between any two individual humanbeings  Expectations and bias  Role vs Person  Constructive orientation (I’m OK, you’re OK)  Adaptive orientation (awareness of differences / diversity)  Trust - disclosure & feedback - the role of empathy (recognising and acknowledging others’ feelings)  Dialogue and listening (see separate list)  Words, music, dance  Influencing styles  Conflict handlingUS(INTRA-GROUP)Issues to do with the behaviours and feelings occurring within agroup of human beings  Team Effectiveness – see The Insight Driven Team Effectiveness Framework  Group Dynamics - Acknowledgement of and insight into unconscious collective behaviour
  • Strategic People Management & Talent Acquisition.US & THEM(INTER-GROUP)Issues to do with the interactions between two or more groups ofhuman beings  Team / group identity  Boundaries and boundary management  Representational roles and team / group responses to these  Implications for co-operative relationships  (e.g. partnership agreements, joint-ventures)  Negotiating roles and authorities for inter-group collaborationORGANISATION AS A WHOLE / AS A SYSTEM  Organisational paradigms / biases in thinking  Complexity, dynamic change, and the illusion of “control”  “Total system” leadership as a process and collective phenomenon  Defining and delivering “total system” level accountabilities  Total system “identity” and boundaries  Multiple identities - creating a sense of belonging to the overall organisation  The contribution and role of symbols; managing these effectively  Culture, levels of culture, and influencing “total system” cultureThere is also of course a sixth and final level – that of the organisation asan entity existing within its (various) environment(s). It is almostalways important to develop a good understanding of the overall context inwhich the organisation as a whole is trying to operate. There are many usefulframeworks for doing so within the field of strategic management.
  • Strategic People Management & Talent Acquisition.Practical FocusOur work is informed and shaped by our belief that in contemporaryorganisations, to get things done (and done well) it is invaluable tounderstand groups, individuals and relationships deeply.Further, we believe that to be able to begin to effectively implementinitiatives and solve complex problems within modern organisations,managers and leaders need to develop clear understandings of the followingmatters: • the perspectives and motivations of key people – seniors, colleagues, staff, clients and other significant internal and external stakeholders • the nature of their own relationships with these key people and groups • the nature of the relationships between and amongst those key others.Therefore, a distinctive feature of our approach to getting things done is thatwe help and encourage our clients to focus on the human factors as partof each specific project or challenge they are working on.As a result, through working with us, they build fresh insight andunderstanding of the human context in which they are striving to getthings done.We then help them to apply this in practical ways to obtain effective workperformance and outcomes.For example, as a result of freshly developed insight, a client might decide toconvene a particular group of people to focus on certain “soft” issues that arenow seen as significant blockers to progress.These issues might previously have not been detected, or might not havebeen regarded as significant enough to warrant attention. The client wouldenter such a meeting thoroughly prepared and equipped as a result of ourprior work with him/her.Through working with us, our clients have been able to develop useful newunderstandings and fresh, practical solutions that fit with their own particularissues and organisational contexts.Furthermore, many have been open in acknowledging that they have gainedinsights of great value to them personally in leading and managing moreeffectively.