Now that the light at the end of the COVID 19 tunnel is beginning to shine, the question remains as to how companies will adapt to the «New Normal». It has been shown that remote or flex work turns out to rule particularly well when all employees are aware of the purpose of the company and actively implement it in their daily work. Nevertheless, «Purpose» should not be confused with individual willingness to actively engage. As Friedrich Nietzsche already knew, the individual is highly dependent on his personal intrinic motivation:
«He who has a why to live can bear almost any how.» (Friedrich Nietzsche)
QUESTION: You’re talkin about the «Groove» of an organization or company. How can I check/measure whether or how well my company is in the groove?
ANSWER: On the one hand, the “Groove” of a company can be perceived subjectively, e.g. quite specifically in the application process by the candidates:
How long does it take to get qualified feedback on my application?
Do I have to constantly ask various people?
Is there a recognizable rhythmic structure to the entire process or is everything improvised and “ad hoc”?
On the other hand, “Groove” can also be objectively measured by quantitative methods, e.g. by means of KPIs on fluctuation or absenteeism parameters. New digital and swarm-intelligent methods aim to determine real-time data on employee satisfaction, for example the “Happimeter” technology by Dr. Peter Gloor, Research Scientist at MIT Center for Collective Intelligence, and Founder of Galaxyadvisors.
QUESTION: What are the most common reasons when a company is “off-beat”?
ANSWER: My observations from more than 15 years of training consulting essentially show the same picture: poor leadership role models, poorly designed digital business processes, and uncertain market prospects form a dangerous mix of uncontrollable “syncopes” that can throw a company completely out of rhythm. Analog, appreciative (management) communication beats unsystematic, digital actionism by far. My motto is: “Trust cannot be digitized!”
This article is the English translation of an Interview with Guy Studer, editor-in-chief, INLINE, FH SCHWEIZ 02/2020
When things do not go as well as desired in companies, Daniel C. Schmid’s services are often called upon. He feels the pulse of an organization, measures its groove. He is particularly fond of the references to jazz. Even the agreement to talk to Daniel C. Schmid is untypical. After the mail inquiry to him, the phone rings minutes later. He spontaneously agrees to a meeting, uncomplicated and soon. With a lecturer and sought-after speakers, one would hardly expect such prompt feedback. A few days later, during the conversation in the café, Schmid will explain in another context:
Recently, Jazz improvisation has become a part of the “Holy grail” in Organizational Development, above all under so-called VUCA (volatility, uncertainty, complexity and ambiguity) conditions. Effective leadership of the future will be based on relationship building, understanding complex group work, and diverse workforces. For future leaders, it will be key to gain a deeper understanding of the constantly evolving complexities of interpersonal, group and even intergroup relationships.
Paolo Conte was affected by jazz when this style of music was banned by the fascist regime. This experience has shaped the Cantautore, who will perform at the Festival da Jazz on 28 July 2017(original article in German, published in NZZ, 27 July 2017. Copyright photo: Matthias Heyde, www.festivaldajazz.ch).