The further we go, the more we will find that in an environment where we still try to maintain hierarchical control, where we are told “Here are my rules and you must obey them”, this control model we used to have is losing its power. Hierarchy, strict structure, positions, decision control, framing in job description and working hours, create tension, disempower employees, introduce infighting, even fraud. In this control mechanism that we are used to operating in, you can recognize a sense of constant fight and survival within the system. The industrial age, where economies and businesses developed rapidly, thanks to automated and standardized operations and stable planning, is coming to an end.
Both the world and business are moving from the CONTROL model towards ORGANIZATION, where employees are no longer motivated by artificial acquisition of skills (when it does not matter whether the employee is naturally gifted for it), standardized work according to job instructions, work for a paycheck, automatic completion of tasks. In the old Control Model, it was not so important whether you like the work, whether there is satisfaction, whether the direction and values of the company are acceptable. There was a simple exchange: you do work – you get money. These employer-employee exchanges, the employer’s promises of stability and security, and at the same time the threats of being fired by the authorities, are already losing their influence, as we move into the era of Individuality. In the newly coming model of ORGANIZATION, people start asking questions about who I am, people start looking for answers, WHY I get up in the morning and go to work, can I use my natural talents in that work, am I valued for it, do I feel seen and empowered, do my natural strengths are needed in the organization, am I happy with the common goal, do I feel fulfilled, do I generally see the meaning of creating company’s story. In this new model of ORGANIZATION, employees no longer care so much about artificial motivational systems, job titles or working for money. It becomes much more important to them What and Why I do, and What is my place/role in the entire organization, what is the company’s goal and How do I contribute to its implementation. Instead of artificial encouragement, the focus here shifts to respect for everyone’s natural abilities, personal contribution in co-creation.
When you know and use your and your colleagues’ individual strengths, notice and understand their pitfalls, it fundamentally changes the whole ‘game’.
