Ensuring everyone in the organization can communicate effectively so that work dependencies are coordinated well.
The PURPOSE of INFORMATION FLUIDITY is to make sure that everyone in the organization can talk to each other in a timely manner and that the workforce has the skills to share information and coordinate activities well.
INFORMATION FLUIDITY is the first step in building workgroups and giving them power. This PRACTICAL DISCIPLINE sets up a culture where information can be shared openly across organizational PHASES and laterally between dependent units. By making it easier for people to share information, a culture of participation and UNIT AUTONOMY can grow. One of the most important things about this culture is that people can talk to management about problems without worrying about getting in trouble.
Before people who work together can get the most out of defined processes, they must have the skills they need to coordinate their activities and handle their shared dependencies. At higher levels of maturity, defining competency-based processes takes some of the pressure off of people to manage dependencies by coordinating the necessary interactions into roles and tasks. Before there are clearly defined processes, people need to learn how to share information with each other. This builds a foundation for the structured development of workgroups in later PHASES.
Effective communication starts with letting the workforce know about the organization's values, policies, IMPLEMENTATION TACTICS, and other important information. In addition to this information coming from the top down, communication from the bottom up is encouraged by asking people what they think about their working conditions. The first step in lateral communication between units is to focus on the communication needed to do committed work.
So that people know how important it is to talk to each other openly, the organization has formal ways for people to talk about problems and find solutions. Once these concerns are brought up, management should follow up on them until they are resolved. This shows that they value the knowledge and experience from which these concerns come. Getting rid of the fear of punishment or retaliation makes respect for people an important part of the culture.
People learn the communication skills they need to keep working relationships running smoothly. To keep workgroups running well, problems between people are solved quickly, and meetings are run in a way that makes the best use of workgroup time. People figure out what their work depends on and make agreements about how to coordinate their tasks. People keep track of how these dependencies affect their progress to make sure that everyone in their workgroup is on the same page. 1.2.1.
Integration Conditions.
1.2.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization's top management sets and shares a set of values about how its employees should be managed and developed.
Some examples of problems with the workforce that can be solved by the organization's values are:
Implicit and explicit SUSTAINABILITY FACTORS between the organization and its employees.
SUSTAINABILITY FACTOR to getting better at something and doing it better.
The idea behind CAREER PATHWAYS.
How people are treated.
IMPLEMENTATION TACTICS, and other important information. In addition to this information coming from the top down, communication from the bottom up is encouraged by asking people what they think about their working conditions. The first step in lateral communication between units is to focus on the communication needed to do committed work.
So that people know how important it is to talk to each other openly, the organization has formal ways for people to talk about problems and find solutions. Once these concerns are brought up, management should follow up on them until they are resolved. This shows that they value the knowledge and experience from which these concerns come. Getting rid of the fear of punishment or retaliation makes respect for people an important part of the culture.
People learn the communication skills they need to keep working relationships running smoothly. To keep workgroups running well, problems between people are solved quickly, and meetings are run in a way that makes the best use of workgroup time. People figure out what their work depends on and make agreements about how to coordinate their tasks. People keep track of how these dependencies affect their progress to make sure that everyone in their workgroup is on the same page. 1.2.1. Integration Conditions.
1.2.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization's top management sets and shares a set of values about how its employees should be managed and developed.
Some examples of problems with the workforce that can be solved by the organization's values are:
Implicit and explicit SUSTAINABILITY FACTORS between the organization and its employees.
SUSTAINABILITY FACTOR to getting better at something and doing it better.