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Casual Articles - The Board See The Crescent - The Workers See The Whole Of The Moon
One university professor chose names at random from a telephone directory, and then sent these complete strangers his Christmas cards. Holiday cards addressed to him came pouring back, all from people who did not know him and, for that matter, who had never even heard of him.In another study, researcher Dennis Regan had two individuals try to sell raffle tickets to unsuspecting workers. One individual made a conscientiou
• Ms P: I understand what you are saying BUT (a look of horror in her eyes)….we have too many workers to manage something like that.
• GP: So what about a collective. No hang on, a forum?
• MS P: A cross section of business representatives to help us focus on the whole?
• GP: Exactly, and just
Our countries growth and expansion of urban and suburban areas has created a unique opportunity for wildlife managers. Our wildlife is slowly losing their natural habitat to this growth and many species adapt very well to their new suburban and urban surroundings. It's when nature gets too close that problems arise. Our profession, the Nuisance Wildlife Management Professionals, who primarily resolve those human/wildlife confli
Why your business strategies won’t work
Picture the scene. The Chief Executive of Endangered PLC, Ms D Point in a doctors surgery in her local village.
• Receptionist: Ms Point, The Business GP will see you now.
• Ms P: Thank you.
Ms P makes her way gingerly down to the door of her Business GP. ‘Come in’ says a friendly voice in response to her gentle, if not hesitant, knock.
• GP: Good morning Diane, how can I help you today?
• Ms P: Well I am er…..a little perplexed and sick.
• GP: Go on (gestures the doctor) please tell me more.
• Ms P: Well. The board went away in the early part of the year for the annual strategy review. When we came back we did the 2-3 day road show to share this strategy with the workforce – as we do every year.
• GP: I see. (Leaning forward) So tell me more.
• Ms P: I just feel, well, that the workforce either don’t get it, don’t buy it or generally try to find ways round the objectives.
• GP: Well you can’t go round making accusations like that!
• Ms P: Why not?
• GP: Because I said so!
• Ms P: Well that is not exactly fair or rational is it?
• GP: Exactly (he says smiling)…………Now lets talk some more. Why do you present the strategy the way you do?
• Ms P: Well we have always done it that way, and surely everyone knows the board is best positioned to formulate the strategy.
• GP: Are they now? (Stroking his chin)
Taking a piece of paper he draws the following:
Showing the diagram to Ms P he says.
• GP: How you see something depends on where you sit. It doesn’t matter if it is a bunch of flowers, or a corporate strategy.
• Ms P: Perspective? (Pauses while gathering thoughts) So its like looking at the moon, the board only see part of it but the workforce see all of it.
• GP: Yes. Exactly. For the workers strategy is something done to them. A moment ago you didn’t like being told what to do, and furthermore as a board you can only see a small cross section of what needs to be done. To see the ‘whole of the moon’ you must firstly gain all of the perspectives. A good Japanese herbalist friend of mine says you must always ‘go to the place’ – until you do you will never truly know.
• Ms P: I understand what you are saying BUT (a look of horror in her eyes)….we have too many workers to manage something like that.
• GP: So what about a collective. No hang on, a forum?
• MS P: A cross section of business representatives to help us focus on the whole?
• GP: Exactly, and just t
As economic and political spaces between nations become smaller and international trade continues to increase, the movement of people between countries is becoming more fluid. With competition for talented global workers increasing, companies are becoming increasingly aware that creating a cross cultural environment in the workplace is critical for long-term success.Cross cultural training is now becoming an integral par
• Ms P: Well I am er…..a little perplexed and sick.
• GP: Go on (gestures the doctor) please tell me more.
• Ms P: Well. The board went away in the early part of the year for the annual strategy review. When we came back we did the 2-3 day road show to share this strategy with the workforce – as we do every year.
• GP: I see. (Leaning forward) So tell me more.
• Ms P: I just feel, well, that the workforce either don’t get it, don’t buy it or generally try to find ways round the objectives.
• GP: Well you can’t go round making accusations like that!
• Ms P: Why not?
• GP: Because I said so!
• Ms P: Well that is not exactly fair or rational is it?
• GP: Exactly (he says smiling)…………Now lets talk some more. Why do you present the strategy the way you do?
• Ms P: Well we have always done it that way, and surely everyone knows the board is best positioned to formulate the strategy.
• GP: Are they now? (Stroking his chin)
Taking a piece of paper he draws the following:
Showing the diagram to Ms P he says.
• GP: How you see something depends on where you sit. It doesn’t matter if it is a bunch of flowers, or a corporate strategy.
• Ms P: Perspective? (Pauses while gathering thoughts) So its like looking at the moon, the board only see part of it but the workforce see all of it.
• GP: Yes. Exactly. For the workers strategy is something done to them. A moment ago you didn’t like being told what to do, and furthermore as a board you can only see a small cross section of what needs to be done. To see the ‘whole of the moon’ you must firstly gain all of the perspectives. A good Japanese herbalist friend of mine says you must always ‘go to the place’ – until you do you will never truly know.
• Ms P: I understand what you are saying BUT (a look of horror in her eyes)….we have too many workers to manage something like that.
• GP: So what about a collective. No hang on, a forum?
• MS P: A cross section of business representatives to help us focus on the whole?
• GP: Exactly, and just
A couple months ago, I told my husband I was going to revamp my business by defining a niche and a target market. My niche is writing. My target market – well, at the time, it was anyone or anything that needed writing or editing services. “Don’t you think you’ll be limiting yourself by concentrating JUST on writing?” he asked me with obvious concern. “No, not at all” I quickly responded. He looked at me puzzled. My husband lov
• Ms P: Why not?
• GP: Because I said so!
• Ms P: Well that is not exactly fair or rational is it?
• GP: Exactly (he says smiling)…………Now lets talk some more. Why do you present the strategy the way you do?
• Ms P: Well we have always done it that way, and surely everyone knows the board is best positioned to formulate the strategy.
• GP: Are they now? (Stroking his chin)
Taking a piece of paper he draws the following:
Showing the diagram to Ms P he says.
• GP: How you see something depends on where you sit. It doesn’t matter if it is a bunch of flowers, or a corporate strategy.
• Ms P: Perspective? (Pauses while gathering thoughts) So its like looking at the moon, the board only see part of it but the workforce see all of it.
• GP: Yes. Exactly. For the workers strategy is something done to them. A moment ago you didn’t like being told what to do, and furthermore as a board you can only see a small cross section of what needs to be done. To see the ‘whole of the moon’ you must firstly gain all of the perspectives. A good Japanese herbalist friend of mine says you must always ‘go to the place’ – until you do you will never truly know.
• Ms P: I understand what you are saying BUT (a look of horror in her eyes)….we have too many workers to manage something like that.
• GP: So what about a collective. No hang on, a forum?
• MS P: A cross section of business representatives to help us focus on the whole?
• GP: Exactly, and just
1.0 A timely reminderIn a recent decision in a New South Wales court it was found that an employee was psychologically injured and that contributing factors such as not having a job description and controlling management behaviours were responsible. The employee was subsequently awarded $500,000.00 for psychological injury.Not having a clear job description can lead to significant expense, declining morale and unc
• GP: How you see something depends on where you sit. It doesn’t matter if it is a bunch of flowers, or a corporate strategy.
• Ms P: Perspective? (Pauses while gathering thoughts) So its like looking at the moon, the board only see part of it but the workforce see all of it.
• GP: Yes. Exactly. For the workers strategy is something done to them. A moment ago you didn’t like being told what to do, and furthermore as a board you can only see a small cross section of what needs to be done. To see the ‘whole of the moon’ you must firstly gain all of the perspectives. A good Japanese herbalist friend of mine says you must always ‘go to the place’ – until you do you will never truly know.
• Ms P: I understand what you are saying BUT (a look of horror in her eyes)….we have too many workers to manage something like that.
• GP: So what about a collective. No hang on, a forum?
• MS P: A cross section of business representatives to help us focus on the whole?
• GP: Exactly, and just
A recent Washington Post article, described the life of temporary employees working at an automobile plant in Kentucky. Working at a fraction of what permanent employees make at the plant, some employees had been working as temps for extended periods, as long as three or four years, when early indications had been they would be permanent within six to 12 months.At four years, making two thirds of their permanent fellow w
• Ms P: I understand what you are saying BUT (a look of horror in her eyes)….we have too many workers to manage something like that.
• GP: So what about a collective. No hang on, a forum?
• MS P: A cross section of business representatives to help us focus on the whole?
• GP: Exactly, and just think what that will do for morale, understanding, and completeness.
• Ms P: So what do I do next then?
• GP: (Writes on his prescription pad) I suggest you take one forum each month for six months. Then lets review the progress, but remember:
1. The more you know the less likely you are to be asked – so choose your team carefully.
2. No hierarchies – everyone presents for at least 10 uninterrupted minutes in every session.
3. Consider everything.
4. Have fun. (Handing Ms P the prescription and smiling)
• Ms P: Thank you so much.
• GP: Remember I am always here.
• Ms P: I will.
Ms P leaves the room. The GP completes the note in the file and phones to reception ‘I’ll see Mr Branson for his usual 11.00 now, Jean’
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