ADAPTIVE SYSTEMS - learning + action
C apability here describes systems that become self-correcting and generative—leading to a state of heightened awareness that accompanies conscious competence. Conscious competence is a development term depicting an order of consciousness that exists when people have a view of their own systems and those same people can hold multiple perspectives in a system. It allows us to be self-correcting and generative by taking appropriate action, when no right action is clear—we execute the core competence flawlessly.
We create the ability to self-generate a solution at the touch point rather than having or needing a mandate to do so. This kind of internal shift is much more potent and efficient compared to external (hierarchical) mandates which are slow! By creating learning from knowledge management at every level in the organization, we enable people to act adaptively, yet remain effective at execution of the core competence.
Thus, we enter the age of generati—a generative environment creating generative activity by virtue of its nature and the ability to execute without eroding the potential.
EMPLOYEE LEVERAGE + employee satisfaction = customer satisfaction
hat is it? How do you get it? The now-old Sears turnaround exists as proof that employee satisfaction matters. If your employees can answer the following twelve questions in a manner that is satisfying to them—you’ve got it! W
The following list of questions is distilled from a meta-survey conducted by The Gallup Organization as a result of studying and interviewing over 1 million employees. The following 12 questions have been demonstrated by research to relate to Business Unit Productivity, Profitability and Customer Loyalty. The essential components of the 12 areas have been reframed as “audit questions” which are listed by Gallup as the Q12 and are the following:
The Gallup Q12 Questions for Employee Engagement
I know what is expected of me at work.
I have the materials and equipment I need to do my work right.
At work, I have the opportunity to do what I do best every day.
In the last seven days, I have received recognition or praise for good work.
My supervisor or the person I report seems to care about me as a person.
There is someone at work who encourages my development.
In the last six months, someone at work has talked with me about my progress.
At work, my opinions seem to count.
The mission/purpose of my company makes me feel my job is important.
My associates (fellow employees) are committed to doing quality work.
I have a best friend at work.
The last year, I have had opportunities at work to learn and grow.
(Source: ©Copyrighted by The Gallup Organization http://www.gallupjournal.com/interactive/)
SUMMARY- Capability, the Fifth Element
n conclusion, the fifth element—capability--will become the defining element. It will connect the other four elements of the agile organization in a matrix of organizational effectiveness.