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Comfort Zone & Work
http://www.flickr.com/photos/martinlong/152589105/
Enterprise Social Collaboration Series
2|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors ...
3|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors ...
4|
Case Scenario
What Happens
 Feeling that Nothing Works
 People are Not Involved as Needed
 Nothing Changes no Matter...
5|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors ...
6|
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
Comfort Zone & Other Zones
COMFORT ZONE
 Where...
7|
Activity Area
ACTIVITY AREA
All the Zones You Go
Thought
SO BIGGER YOUR ACTIVITY
AREA IS MORE AND BETTER
THINGS YOU COU...
8|
Activity Area & Comfort Zone Boundary
IT INFLUENCES HOW
YOUR POTENCIAL
ACTIVITY AREA WILL
EVOLVE
COMFORT ZONE
BOUNDARY
...
9|
Characters
LEARN AND LOOK FOR
OPPORTUNITIES IN THEIR
RELATIONSHIPS
LEARN AND TRANSFER
KNOWLEDGE IN THEIR
RELATIONSHIPS
...
10|
Relationships
http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/
Learn from Each Other
Knowle...
11|
Group / Mass Interaction
http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/
Both Learn and Lo...
12|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change a...
13|
Evolution Along Time :: Growth Case
If Your Comfort Zone
Boundary is Narrow
More Likely You Get Out Your
Comfort Zone ...
14|
Evolution Along Time :: Decrease Case
If Your Comfort Zone
Boundary is Wide
More Likely You Remain in
Your Comfort Zon...
15|
Change & New Challenges
When you´re Used to be
Assigned to new Challenges
You Have to Get out Your
Comfort Zone to Lea...
16|
No Change and No Challenges
Same Competency Assignement
for many years (> 3, 4, 5 …)
Lead to Routine and People
Accomm...
17|
Company Culture Influences
COMPANY CULTURE SETS THE RULES FOR A PROACTIVE OR REACTIVE BEHAVIOUR
OPEN CULTURE MILITARY ...
18|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change a...
19|
Is Your Company Welthy?
MAJORITY OF PROACTIVE
EMPLOYEES
MAJORITY OF PASIVE
EMPLOYEES
MORE LIKELY TO CREATE SOME
VALUE
...
20|
How Hierarchies Influence Behaviour?
MEMBERS TEND TO BECOME
MORE PROACTIVE
MEMBERS TEND TO ACT AS A
SERVICE
MEMBERS TE...
21|
How It Influences Company Performance?
COMPANY PERFORMANCE IS INFLUENCED BY THE BEHAVIOUR OF KEY AREAS
PROACTIVE KEY A...
22|
Two Approaches to Change
JUST UNIDIRECTIONAL COMMUNICATION
(WRONG WAY)
CHANGE THEIR ENVIRONMENT
(RIGHT WAY)
CHANGE THE...
23|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change a...
24|
Some Brief Recommendations
FOR YOU
FOR YOUR TEAM
FOR YOUR CO.
DO NOT BE TOO COMFORTABLE
REINVENT YOUR WORK EVERY DAY: ...
25|
Action Plan
ASSESS
PLAN
CHANGE
GATHER AS MANY
INFORMATION AS
POSSIBLE
ASSURE YOU PERFORM
A GOOD CHANGE
MANAGEMENT
SET ...
26|
Action Plan: Assess
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT´S HAPPENING
ORGAN...
27|
Action Plan: Assess: Hierarchy Perception
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
...
28|
Action Plan: Assess: Process Flow Map
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT...
29|
Action Plan: Plan
DESIRED ORGANIZATIONAL
CULTURE
DESIRED MANAGERIAL
PROFILES
GOALS KEY AREAS TO MANAGE PLAN
DESIRED BE...
30|
Action Plan: Change
LET THE MUSIC SOUNDS, AND TO ASSURE IT BE SURE
YOU HAVE THE RIGHT MANAGER
YOU HAVE THE TEAM TO
MAK...
FOR FURTHER INFORMATION
AND INSIGHT SHARING
Rodolfo Martín Nieto
http://es.linkedin.com/in/rodolfomartinnieto
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Comfort zone & work

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Things to be aware of for a better working environment and performance

Published in: Business, Health & Medicine

Comfort zone & work

  1. 1. Comfort Zone & Work http://www.flickr.com/photos/martinlong/152589105/ Enterprise Social Collaboration Series
  2. 2. 2| Summary Case Scenario Comfort Zone & Other Zones Activity Area Characters Relationships Group/Mass Interaction Factors of Influence Time Change and Challenges Company Culture How It Influences Company Performance? Is your company Welthy? Two Approaches to Change Some Recommendations Comfort Zone and Behaviour How It Works Within a Company How Hierarchies Influence Behaviour? Some Brief Recommendations Action Plan
  3. 3. 3| Summary Case Scenario Comfort Zone & Other Zones Activity Area Characters Relationships Group/Mass Interaction Factors of Influence Time Change and Challenges Company Culture How It Influences Company Performance? Is your company Welthy? Two Approaches to Change Some Recommendations Comfort Zone and Behaviour How It Works Within a Company How Hierarchies Influence Behaviour? Some Brief Recommendations Action Plan
  4. 4. 4| Case Scenario What Happens  Feeling that Nothing Works  People are Not Involved as Needed  Nothing Changes no Matter What you Do Why Work has Become Harsh Lack of Motivation Why the Same People Are Not Working Well? Hiring New Talent Has no Effect We Have Never Managed to Work as a Team Loss Freshness Internal and External Factors Influence People Behaviour and How They Perform at Work Challenge Improve Employee Engagement and Company Performance by Dealing with the Factors that Influence Employee Behaviour http://static.freepik.com/free-photo/business-people-vector-silhouettes_279-5629.jpg
  5. 5. 5| Summary Case Scenario Comfort Zone & Other Zones Activity Area Characters Relationships Group/Mass Interaction Factors of Influence Time Change and Challenges Company Culture How It Influences Company Performance? Is your company Welthy? Two Approaches to Change Some Recommendations Comfort Zone and Behaviour How It Works Within a Company How Hierarchies Influence Behaviour? Some Brief Recommendations Action Plan
  6. 6. 6| http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/ Comfort Zone & Other Zones COMFORT ZONE  Where You Feel Comfortable and Aware of Hazards  Where you Don´t Have to Make any Effort to be There  Your Rest Area LEARNING ZONE  Learn from Others  Learn from the Environment  Training OPPORTUNITY ZONE Where Something New Could Happen PANIC ZONE  Where You don´t want to be there  Your Personal Fears  The Unknown
  7. 7. 7| Activity Area ACTIVITY AREA All the Zones You Go Thought SO BIGGER YOUR ACTIVITY AREA IS MORE AND BETTER THINGS YOU COULD DO YOUR PERSONAL CHARACTER AND THE ENVIRONMENTAL CIRCUNSTANCES INFLUENCE YOU TO MOVE MORE OR LESS TIME OUTSIDE YOUR COMFORT ZONE http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
  8. 8. 8| Activity Area & Comfort Zone Boundary IT INFLUENCES HOW YOUR POTENCIAL ACTIVITY AREA WILL EVOLVE COMFORT ZONE BOUNDARY Could be:  Narrow , you use to past through many times  Wide , you use to past through few times http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
  9. 9. 9| Characters LEARN AND LOOK FOR OPPORTUNITIES IN THEIR RELATIONSHIPS LEARN AND TRANSFER KNOWLEDGE IN THEIR RELATIONSHIPS WANT TO BE CALM DON´T CARE OTHERS´ OPINIONS TAKE RISKS SERVE TO OTHERS AVOID RELATIONSHIPS LEADERS EXPERTS AUTHORITARY ENTERPRENEURS INNOVATORS EGOCENTRICS METHODOLOGICS VICTIMS BUROCRACTICS PEOPLE WHO AVOID RELATIONSHIPS PROBABLY WILL NEVER PRODUCE VALUE PROACTIVE PEOPLE REACTIVE PEOPLE PASIVE PEOPLE
  10. 10. 10| Relationships http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/ Learn from Each Other Knowledge Sharing Creates Opportunities Mutual Aid to Overcome their Fears PEOPLE RELATIONSHIP WILL CREATE AS MANY VALUE FOR THEM AS THEY ARE PREDISPOSED TO
  11. 11. 11| Group / Mass Interaction http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/ Both Learn and Look for Opportunities (bidirectional) One Learns and Looks for Opportunities (unidirectional) Fruitless Relationship All Learn and One of them Looks for Opportunities (multidirectional) Just One Learns (unidirectional) Both Learn (bidirectional) Ø INTERACTION CAN LEAD TO  KNOWLEDGE TRANSFER  OPPORTUNITIES (CREATIVITY)  NO OUTPUT Ø EMPLOY ROI  MOST VALUABLE Important Asset to Work with  HIGH VALUABLE Allows Knowledge transfer  LOW VALUABLE Low Profiles & Stoppers SOME EMPLOYEES LEARN AND CREATE AND OTHERS JUST BOUNCE AGAINST EACH OTHER
  12. 12. 12| Summary Case Scenario Activity Area Characters Relationships Group/Mass Interaction Factors of Influence Time Change and Challenges Company Culture How It Influences Company Performance? Is your company Welthy? Two Approaches to Change Some Recommendations How It Works Within a Company How Hierarchies Influence Behaviour? Some Brief Recommendations Action Plan Comfort Zone & Other Zones Comfort Zone and Behaviour
  13. 13. 13| Evolution Along Time :: Growth Case If Your Comfort Zone Boundary is Narrow More Likely You Get Out Your Comfort Zone and Achieve new States of Comfort Your Comfort Zone Grew and so They Do the Other Zones ALONG TIME YOU GET MORE CONFIDENCE , YOUR PANIC ZONE BECOMES NARROWER AND YOUR ACTIVITY ZONE WIDER
  14. 14. 14| Evolution Along Time :: Decrease Case If Your Comfort Zone Boundary is Wide More Likely You Remain in Your Comfort Zone and Get Out Less Every Time Your Comfort Zone Decrease and so They Do the Other Zones ALONG TIME YOU LOSE YOUR CONFIDENCE, YOUR PANIC ZONE BECOMES WIDER AND YOUR ACTIVITY AREA NARROWER
  15. 15. 15| Change & New Challenges When you´re Used to be Assigned to new Challenges You Have to Get out Your Comfort Zone to Learn and to Look for Solutions Your Comfort Zone Grew and so They Do the Other Zones PEOPLE CHALLENGED TO PERFORM A NEW ROLE / JOB / SKILL NEED TO INCREASE THEIR ACTIVITY AREA TO HAVE SUCESS
  16. 16. 16| No Change and No Challenges Same Competency Assignement for many years (> 3, 4, 5 …) Lead to Routine and People Accommodates Inside their Comfort Zone (wider boundary) People Stop to Learn, Stop Looking for new Opportunities and Tend to Adopt a Conservative Behaviour PEOPLE WHO SPEND TOO MUCH TIME IN THE SAME PLACE BECOME ROUTINARY AND BLIND TO NEW OPPORTUNITIES
  17. 17. 17| Company Culture Influences COMPANY CULTURE SETS THE RULES FOR A PROACTIVE OR REACTIVE BEHAVIOUR OPEN CULTURE MILITARY CULTURE TRY AND ERROR IS ALLOWED FAILURE AVOIDANCE PROMOTES IDEAS AND IMPROVEMENT NO IDEAS CREATION PRODUCES PRODUCES NO PUNISHMENT FAILURE PUNISHMENT SUITABLE TO CHANGE IF NEEDED HARD TO MAKE CHANGES HIRING QUALIFIED PEOPLE MIGHT HAVE A GREAT IMPACT HIRING HAS NO IMPACT, QUALIFIED PEOPLE GET STUCKED
  18. 18. 18| Summary Case Scenario Activity Area Characters Relationships Group/Mass Interaction Factors of Influence Time Change and Challenges Company Culture How It Influences Company Performance? Is your company Welthy? Two Approaches to Change Some Recommendations How It Works Within a Company How Hierarchies Influence Behaviour? Some Brief Recommendations Action Plan Comfort Zone & Other Zones Comfort Zone and Behaviour
  19. 19. 19| Is Your Company Welthy? MAJORITY OF PROACTIVE EMPLOYEES MAJORITY OF PASIVE EMPLOYEES MORE LIKELY TO CREATE SOME VALUE LESS LIKELY TO FIND OPPORTUNITIES PEOPLE IS MOTIVATED TO TAKE RISKS AND TRY PEOPLE AVOID TO FAIL AND HAS NO MOTIVATION KNOWLEDGE IS TRANSFERRED AND EVOLVES CURRENT KNOWLEDGE BECOMES A STATIC LAW  
  20. 20. 20| How Hierarchies Influence Behaviour? MEMBERS TEND TO BECOME MORE PROACTIVE MEMBERS TEND TO ACT AS A SERVICE MEMBERS TEND TO GET PASIVE MEMBERS EVOLVE MEMBERS BECOME EFFICIENT WASTE OF TALENT PROACTIVE MANAGER REACTIVE MANAGER PASIVE MANAGER DIRECTORS AND MANAGERS HAVE LOT OF INFLUENCE IN THEIR TEAMS BEHAVIOUR HIGH VALUE UNIT MEDIUM VALUE UNIT LOW VALUE UNIT
  21. 21. 21| How It Influences Company Performance? COMPANY PERFORMANCE IS INFLUENCED BY THE BEHAVIOUR OF KEY AREAS PROACTIVE KEY AREA REACTIVE KEY AREA PASIVE KEY AREA KEY KEYKEY DYNAMIC AND READY TO LOOK FOR SOLUTIONS MAKES THE JOB, EXCEPTIONS COULD BECOME A PROBLEM WORK BECOMES A WAR BETWEEN PARTICIPANTS
  22. 22. 22| Two Approaches to Change JUST UNIDIRECTIONAL COMMUNICATION (WRONG WAY) CHANGE THEIR ENVIRONMENT (RIGHT WAY) CHANGE THE RULES PEOPLE DON´T FEEL IMPORTANT WHEN THEY ARE NOT INVOLVED PEOPLE DON´T LIKE JUST RECEIVING ORDERS EMPLOYEES WILL BE AGAINST CHANGES THAT THEY HAVEN´T DEFINED FEEDBACK ENGAGES AND EMPOWER PEOPLE GOING AHEAD WITH CHANGES LEADING BY EXAMPLE Direction Communication Organization Culture Means EMPOWER THE EMPLOYEES THAT ACT AS THE EXPECTED BEHAVIOUR feedback Direction feedback
  23. 23. 23| Summary Case Scenario Activity Area Characters Relationships Group/Mass Interaction Factors of Influence Time Change and Challenges Company Culture How It Influences Company Performance? Is your company Welthy? Two Approaches to Change Some Recommendations How It Works Within a Company How Hierarchies Influence Behaviour? Some Brief Recommendations Action Plan Comfort Zone & Other Zones Comfort Zone and Behaviour
  24. 24. 24| Some Brief Recommendations FOR YOU FOR YOUR TEAM FOR YOUR CO. DO NOT BE TOO COMFORTABLE REINVENT YOUR WORK EVERY DAY: LEARN & LOOK FOR OPPORTUNITIES FOSTER RELATIONSHIPS WITH OTHERS: HELP & SHARE KEEP THEM IN THE LOOP TAKE THEM OUT THEIR COMFORT ZONE FOSTER RELATIONSHIPS WITH OTHER TEAMS AND ORGANIZATIONS CREATE AN APPROPIATE ENVIRONMENT BE AWARE WHO IS IN CHARGE OF KEY AREAS EMPOWER PROACTIVE PEOPLE
  25. 25. 25| Action Plan ASSESS PLAN CHANGE GATHER AS MANY INFORMATION AS POSSIBLE ASSURE YOU PERFORM A GOOD CHANGE MANAGEMENT SET YOUR GOALS, PRIORITIES AND ROADMAP IMPROVEMENT IS AN ONGOING PROCESS
  26. 26. 26| Action Plan: Assess ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT WHAT´S HAPPENING ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS IDENTIFY WHICH ELEMENTS ARE WORKING AGAINST YOUR DESIRED CULTURE GET PEOPLE FEELINGS AND HOW AREAS ARE PERCEIVED INTERNALLY AND EXTERNALLY GET INFORMATION ABOUT HOW HEALTHY IS YOUR ACTIVITY AND STRUCTURE COMMON, DIFFERENT OR AMBIGUOUS CULTURE FORMAL AND INFORMAL RULES FOR COMMUNICATION, INTERACTION, CONFLICT MANAGEMENT IDEOLOGY, RITUALS, SYMBOLS, STORIES, JARGONS ASK PEOPLE ABOUT:  HOW LONG ARE IS THE CURRENT POSITION  HIS JOB PERCEPTION  HIS AREA PERCEPTION ASK ABOUT AREAS RELATIONSHIPS:  KIND OF AREA (key or not key)  AREA MANAGER PERCEPTION  AREA PERCEPTION PROCESS FLOW MAP HIERARCHY PERCEPTION MAP
  27. 27. 27| Action Plan: Assess: Hierarchy Perception ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT WHAT´S HAPPENING ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS GET INFORMATION ABOUT HOW HEALTHY IS YOUR ACTIVITY AND STRUCTURE COMMON, DIFFERENT OR AMBIGUOUS CULTURE FORMAL AND INFORMAL RULES FOR COMMUNICATION, INTERACTION, CONFLICT MANAGEMENT IDEOLOGY, RITUALS, SYMBOLS, STORIES, JARGONS ASK PEOPLE ABOUT:  HOW LONG ARE IS THE CURRENT POSITION  HIS JOB PERCEPTION  HIS AREA PERCEPTION ASK ABOUT AREAS RELATIONSHIPS:  KIND OF AREA (key or not key)  AREA MANAGER PERCEPTION  AREA PERCEPTION PROCESS FLOW MAP HIERARCHY PERCEPTION MAP ORGANIZATION STRUCTURE AND AREAS PERCEPTION ALLOW TO IDENTIFY THE SOURCE OF UNDESIRED BEHAVIOURS
  28. 28. 28| Action Plan: Assess: Process Flow Map ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT WHAT´S HAPPENING ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS GET INFORMATION ABOUT HOW HEALTHY IS YOUR ACTIVITY AND STRUCTURE COMMON, DIFFERENT OR AMBIGUOUS CULTURE FORMAL AND INFORMAL RULES FOR COMMUNICATION, INTERACTION, CONFLICT MANAGEMENT IDEOLOGY, RITUALS, SYMBOLS, STORIES, JARGONS ASK PEOPLE ABOUT:  HOW LONG ARE IS THE CURRENT POSITION  HIS JOB PERCEPTION  HIS AREA PERCEPTION ASK ABOUT AREAS RELATIONSHIPS:  KIND OF AREA (key or not key)  AREA MANAGER PERCEPTION  AREA PERCEPTION PROCESS FLOW MAP HIERARCHY PERCEPTION MAP BUSINESS PROCESSES AND AREAS PERCEPTION ALLOW TO IDENTIFY WHERE AND WHY THE BUSINESS DOES NOT FLOW
  29. 29. 29| Action Plan: Plan DESIRED ORGANIZATIONAL CULTURE DESIRED MANAGERIAL PROFILES GOALS KEY AREAS TO MANAGE PLAN DESIRED BEHAVIOURS CULTURAL ADJUSTMENTS CHANGES FOR CHANGE INDUCEMENT ROADMAP ORGANIZATIONAL SPONSORS INVOLVEMENT HIERARCHY & FLOW MAP CHANGES TO ADDRESS PEOPLE TO MOVE, TO DISCARD AND PROFILES TO HIRE
  30. 30. 30| Action Plan: Change LET THE MUSIC SOUNDS, AND TO ASSURE IT BE SURE YOU HAVE THE RIGHT MANAGER YOU HAVE THE TEAM TO MAKE IT HAPPEND YOU HAVE THE MEANS FOR PERFORMANCE
  31. 31. FOR FURTHER INFORMATION AND INSIGHT SHARING Rodolfo Martín Nieto http://es.linkedin.com/in/rodolfomartinnieto

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