Disruptive Engagement is our reframe about the involvement and engagement of people in the workplace framed around motivation, active involvement and implementing change.
Engagement is anchored to empowerment, and organizations need dis-un-engaged and dis-un-empowered supervisors in order to optimize performance and productivity. I say this simply because supervisors manage workers and workers do all the work and because data after data show that un-engagement and un-empowerment are two main themes of so many workplaces.
As I thought about how corporate engagement is generally run, it seemed to me that more local control would allow more impacts, that more supervisor control at the workplace level might offer more opportunities to impact active involvement and actually involve and empower people. Too much seemed to be driven tops-down rather than bottoms up. So, I detailed my thoughts in an article about thinking locally:
http://performancemanagementcompanyblog.com/2017/03/11/engagement-think-local-act-local/
And that writing started me thinking about the whole negative reality of tops-down, corporate “engagement” that my 40 years of business management work has never shown to work very well. The thought was that disrupting this approach might be interesting.
So, what IS Disruptive Engagement? Nothing fancy. It is simply about allowing the supervisors and managers to remove the things that their people perceive to be getting in the way of improving their workplaces. Often these are perceived roadblocks, more than real ones and Best Practices will show that the solutions are often already in place and working in isolated cases.
Well, That got me thinking about what to actually do to accomplish this kind of initiative. The ideas already exist and it is more about developing a culture that does a better job of minimizing fear and optimizing discussions.
But a reality are the issues of allowing the supervisors the time and ability to actually do things differently. There is simply so much task interference from meetings and reports and measurements and other factors to really allow them the coaching time or the time to facilitate implementation of ideas.
and
What we need are good conversations and the improvement of facilitation skills to better actively involve workers.
http://performancemanagementcompanyblog.com/2017/04/19/radical-candor-and-disruptive-engagement/
The solution actually does appear to be relatively simple and straightforward, if organizations really consider these issues of engagement, motivation, empowerment, innovation, and teamwork to be of importance. It sure seems like they are important, so why do we choose to not do things differently? We talk and talk and measure and measure and meet and meet but seldom have any direct contact or influence on the workers.
Why can’t we do this?
Editor’s Note and update:
Apologies but we moved away from the Square Wheels Project website. And please note that we have also moved ahead once again from using our LEGO representations of the Square Wheels® themes into a new colored line-art version:
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools.
Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant who is trying to retire!! He now lives in Cuenca, Ecuador.
You can reach Scott at scott@squarewheels.com
Learn more about Scott at his LinkedIn site.
The Search for The Lost Dutchman’s Gold Mine is a trademark of Performance Management Company
Square Wheels images © Performance Management Company, 1993 – 2023. All rights reserved.
Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group
0 Comments