| Interpersonal
DO Self (I) to Other (You) | Interpersonal GET Other (You) to Self
(I) | Individual Self (I) to Self (I) | Other Other (O) to Other (O) |
| See | Want | See | Want | See | Want | See | Want |
Inclusion | I Include You 11 | I want to include
you 12 | You include me 13 | I want you to include me 14 | I
am fully alive 15 | I want to be fully alive 16 | You are fully alive 17 | You
want to be fully alive 18 |
Control | I control you 21 | I want to control you 22 | You control me 23 | I
want you to control me 24 | I determine my own life 25 | I want to determine my own life 26 | You
determine your own life 27 | You want to determine your own life 28 |
Openness | I am open
with you 31 | I want to be open with you 32 | You are open with me 33 | I
want you to be open with me 34 | I am aware of myself 35 | I want to be aware
of myself 36 | You are aware of yourself 37 | You want to be aware of myself 38 |
Significance | I
feel you are significant 41 | I want to feel you are significant 42 | You feel I
am significant 43 | I want you to feel I am significant 44 | I feel significant
45 | I want to feel significant 46 | You feel significant 47 | You
want to feel significant 48 |
Competence | I feel you are competent 51 | I
want to feel you are competent 52 | You feel I am competent 53 | I want you to feel
I am competent 54 | I feel competent 55 | I want to feel competent 56 | You
feel competent 57 | You want to feel competent 58 |
Likeability | I like you
61 | I want to like you 62 | You like me 63 | I want you to like me 64 | I
like myself 65 | I want to like myself 66 | You like myself 67 | You
want to like yourself 68 |
Focus: Global Partnering
in Social Business
Even if a demonstrably revolutionary process is introduced into organizational life, there is no guarantee that the
change will be adopted quickly, and there is certainly little likelihood that the change will result in any immediate improvement
in productivity. Consider Michael Rothschild’s article (The Coming Productivity Surge Forbes 29 march 1993) on a paper
by economic historian Paul David that looks at the history of this phenomenon. Rothschild applies what he calls the productivity
paradox to the computer revolution – although US businesses had just spent trillions on computers in the previous decade
they have almost no measurable productivity increase to show for it and , therefore, they resist changes. The explanation:
when a change is introduced it is typically fitted into the current environment. Failure to anticipate this may delay a productivity
increase, for decades.
A similar phenomenon happens on the human
side of organizations. Although we have been able to measure improved productivity in specific area, at this point it is difficult
to achieve an impact on overall organizational productivity for several reasons:
Usually only part of the organization receives the training; the rest
stays as it is
When people
return from training the old atmosphere awaits them. Often it does not support their changes and may even be hostile to them
People who have not received the
training feel like an “out” group, often oppose the new ideas.
People who have not received the training are unsure of their new roles in cases where the
organization does begin to change
The new Human Element
ideas are examined carefully. If they do gain acceptance, people will take more time to see all the implications of implementing
the ideas and modifying other organizational practices to enhance the advantages that innovations create. As people in organizations
become more self-aware, we should indeed see a productivity surge, perhaps one greater than we have ever seen before. To experience
the fruits of this surge, we need a kind of courage rarely spoken about in the annals of heroes: the courage to know ourselves,
to be honest with one another, to handle the truth
