Sustaining a shared-view about outputs is a key to well-being and productivity

My LinkedIn newsletter on 22nd June 2022 was about Human being centred designed productivity.

In the article I suggest that productivity is still about efficiency and effectiveness, yet when it’s human being centred designed, efficiency and effectiveness are achieved within a bigger objective of enhancing the human experience as well as human well-being.

A key to this is sustaining a shared-view about outputs.

I find that there are three main reasons for human conflict:

1. Disagreement about the outputs (read goal/s, objective/s, or aim/s).

2. Disagreement about how the outputs, goal/s, objective/s, or aim/s will be achieved.

3. Assumption of agreement in 1. And/or 2., and a negative response when such assumptions result in perceived betrayal. 

I suggest seven special steps to successful collaboration

1. Establish that there is agreement concerning the outputs, goal/s, objective/s, or aim/s. Don’t move on until you are absolutely certain there is agreement.

2. State what you can and will do to achieve the outputs, goal/s, objective/s, or aim/s.

3. Ask the other person or people involved to state what they can and will do to achieve the outputs, goal/s, objective/s, or aim/s.

4. State what you feel are the milestones or quantum leaps (small yet significant shifts) that will indicate that you are on track to achieve what you say you will in 2.

5. Ask the other person or people involved to state what they feel are the milestones or quantum leaps that will indicate that they are on track to achieve what they say they will in 3.

6. Agree on the dates and times that you will be in touch with each other to discuss progress and celebrate achievements.

7. Confirm in writing via email or letter your agreements in 2. through 6., and ask for a confirmation response from the other person or people involved.

Two podcast to help you

The secret to collaboration is sustaining shared view.

Collaboration - an essential skill for thriving in the 21st century.

Adopting the above principles in your own best increases the likelihood of our human being intrinsic motivators being met. According to Daniel Pink (in his great book Drive: The Surprising Truth about What Motivates Us), and I agree with him, the key intrinsic motivators are:

Autonomy:

the urge to direct our own lives.

Mastery:

the desire to get better and better at something that matters.

Purpose:

the yearning to do what we do in the service of something larger than ourselves.

Become the wise leader you want to be.

Ian