Managing People
Organization Don't Change, the People Do
Written by Rhyolito Mahendra
January 20, 2020, 3:12 am

A marketing agency that creates creative videos and posters have been having a really bad year. The manager of the production division found that the employees aren’t working as motivated and quick as before. So in the next quarter the manager tried to have a weekly performance review in order to rev up the performance. It did work for a while but later on the manager found out that you can’t last a marathon with a sprint. 

Later on the management team tried to focus on what drives the people to work. The team found out that people were gaining praise for doing new things even if they were not delivering their promised results. They thought that short-term results were more important than satisfying the consumer. And when the time came to choose, they felt that their individual goals were bigger than the company’s. All this was limiting them from participating wholeheartedly in the transformation underway.

Mindsets needed to be flipped through a set of targeted initiatives. The people came to realize that satisfying the consumer is what will bring the short-term results. There won't be any success for the individual if the company is not doing well. They started to be recognized for executing with discipline focusing on our full potential to deliver challenging goals. Sharing the story of why the transformation was necessary and addressing these mindsets engaged the employees with a whole new level of energy, and only a few months later the organization was able to deliver its first quarter back on track and continue the trend.

Companies that take the time to identify and shift deep-seated mindsets were 4 times more likely to rate their change programs as successful, according to the McKinsey Quarterly transformational change survey 2010. mindset shifts are linked to the highest impact behaviors a person wants to change.

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Organization Don't Change, the People Do
A marketing agency that creates creative videos and posters have been having a really bad year. The manager of the production division found that the employees aren’t working as motivated and quick as before. So in the next quarter the manager tried to have a weekly performance review in order to rev up the performance. It did work for a while but later on the manager found out that you can’t last a marathon with a sprint.  Later on the management team tried to focus on what drives the people to work. The team found out that people were gaining praise for doing new things even if they were not delivering their promised results. They thought that short-term results were more important than satisfying the consumer. And when the time came to choose, they felt that their individual goals were bigger than the company’s. All this was limiting them from participating wholeheartedly in the transformation underway. Mindsets needed to be flipped through a set of targeted initiatives. The people came to realize that satisfying the consumer is what will bring the short-term results. There won't be any success for the individual if the company is not doing well. They started to be recognized for executing with discipline focusing on our full potential to deliver challenging goals. Sharing the story of why the transformation was necessary and addressing these mindsets engaged the employees with a whole new level of energy, and only a few months later the organization was able to deliver its first quarter back on track and continue the trend. Companies that take the time to identify and shift deep-seated mindsets were 4 times more likely to rate their change programs as successful, according to the McKinsey Quarterly transformational change survey 2010. mindset shifts are linked to the highest impact behaviors a person wants to change.
Making the Most of 360 Degree Review
360 degree review is thought to be the best performance review, but there are still some things that lack in this review. In the example of Kompas Gramedia, there are some cases that 360 degree review causes fights and displeasures. The 360 degree review at Kompas Gramedia, as far as the writer knows, has some “holes” in it such as confidentiality and follow up. At times reviewer can give scores with no context, either high or low and it’s causing problems. For the best outcome and maximization of 360 degree review, Harvard Business Review has put out some factors that would affect 360 degree review. These factors include confidentiality, candor, transparency, customization, and follow up. Confidentiality Coworkers and direct-reports can be more honest when they are labeled as anonymous. Candor Being frank with the review, it relates with the confidentiality, since when the reviewer knows that their comments and review won’t be attributable to them they can be more open about their honest review. Making a review that will not be digested as being attacked or devalued is important. Transparency What it means by transparency in 360 degree review is the objective of the review. There are many examples where managers, either top or middle level use the review for different reason than as told to the employees. For example there is a case where top management use the 360 review where they told their employees that the review is to learn how they are being perceived from their peers, but behind that the managers are actually using it to see which employee is suitable to replace a few open positions for managers. With that example, it could lead to complaints and legal issues. Customization This factor relates if the company is using an online vendor or other vendor to build the 360 degree review dimensions. If the company is using a vendor, then the company should be choosing vendors that would customize the 360 degree review to the company’s needs. Follow up The follow-up is an important process too, most managers think that it doesn’t matter as much as giving the feedback. But the idiosyncratic effect of the manager would affect the development of the employees. Follow up means after the review, to make sure the employee understand the good and bad point, the manager should clear that with a 1 on 1 follow up. There are no perfect performance review, even the 360 degree review. But when it’s implemented thoughtfully they would provide valuable insights and reliable baseline for employee’s development. At times we have to pick the best out of what we have.  
Is Contextual Learning the Best Way to Adapt?
Many companies are starting to implement learning culture as part of the digital transformation. With the Industry 4.0 emerging, many companies are moving towards digital transformation, and it’s not easy for the employees to settle in with this change. There are a number of uncertainties that would create anxiety for the employees such as the automation takeover. But many companies are still implementing the classic classroom learning where it’s more of a mandatory activity rather than a voluntary one.  Contextual learning is a learning system that is connecting the academic content with the real world context. A real example of contextual learning would be the learning system in SALAM Yogyakarta (Sanggar Anak Alam). They are using contextual learning on their students. The school doesn’t have the standard curriculum given by the government, instead they are using their own curriculum. The way the students study is also different, they don’t study from books but they try to study by understanding scientific concepts and theory such as friction, buoyancy and many more through seeing and experiencing those concepts and theory. What the students learn isn’t guided by curriculum like the usual school, but instead on what they find interesting to study that day. (continue here or next paragraph) The purpose of contextual learning is in order for students/learners to understand the purpose of learning. So they will know what they need to learn in the future, in this case a work environment, and be adaptive towards uncertain change. Contextual learning doesn’t demand the teacher to teach the students/learners about the subject but becomes more of a facilitator if they have questions. In the workplace contextual learning can be carried out by individuals, and if they have questions they can refer to someone who is more experienced in that subject. The benefits of implementing contextual learning in your work environment are hands on learning which you can combine theory and real world actions, an experience-based learning that would be at the back of their head, and more productive and enhancing concepts to the students/learners. (continue this plz) Being adaptive in this digital age means that you need to be able to absorb information quickly and implement them in a short period of time too. With the ever-changing work environment, classroom learning is old-school and is not effective today. Contextual learning can be done by an individual’s own initiatives and could grow into creating a learning culture in the department or company. Contextual learning has a great benefit on you, as the one who takes the initiative, and the company in order to be adaptive as a whole by creating a learning culture.
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