So much of this is about company culture and how people are feeling about their environment (how psychologically safe and empowered they feel). As well as their history with the company and patterns for what behaviour gets rewarded.
Coming back to this nearly 2 years on, I can see how this is a way of scaffolding folks to be able to map (and so manage) affordances in their context, and to start sense-making using multiple narratives – especially the enabling question: "how could we encourage more stories like these, and fewer stories like those?"
This is a very interesting article. However, is there any evidence or studies done to show that there exists a silent competent majority who have "quiet-quit" (for lack of a better term).
Could it be possible that this group is also a small outlier group in most organizations?
What makes this article so seductive is the belief that we have this massive untapped potential of team members under our managerial noses. However, in this case, some empirical evidence would be make the argument more compelling.
Notice how the themes you advocate here are listening, in some ways - coaching, observing, and communicating. Being empathetic/sympathetic/compassionate. For some, this is an alien language and a skill that needs to be developed. For some, it might mean overcoming ones own personal style and brand - something many might be oblivious to.
I immediately pictured Bill Hader. One thing about all this important work is that it takes time and you absolutely cannot use a cookie-cutter approach. You need to find out the motivators and blockers for individuals - which requires care and time and is difficult to represent on something like a burn-down chart.
I’ll be honest, the one thing that triggered me was “How do I get more out of these people?” 😜
So much of this is about company culture and how people are feeling about their environment (how psychologically safe and empowered they feel). As well as their history with the company and patterns for what behaviour gets rewarded.
Coming back to this nearly 2 years on, I can see how this is a way of scaffolding folks to be able to map (and so manage) affordances in their context, and to start sense-making using multiple narratives – especially the enabling question: "how could we encourage more stories like these, and fewer stories like those?"
This is a very interesting article. However, is there any evidence or studies done to show that there exists a silent competent majority who have "quiet-quit" (for lack of a better term).
Could it be possible that this group is also a small outlier group in most organizations?
What makes this article so seductive is the belief that we have this massive untapped potential of team members under our managerial noses. However, in this case, some empirical evidence would be make the argument more compelling.
Notice how the themes you advocate here are listening, in some ways - coaching, observing, and communicating. Being empathetic/sympathetic/compassionate. For some, this is an alien language and a skill that needs to be developed. For some, it might mean overcoming ones own personal style and brand - something many might be oblivious to.
I immediately pictured Bill Hader. One thing about all this important work is that it takes time and you absolutely cannot use a cookie-cutter approach. You need to find out the motivators and blockers for individuals - which requires care and time and is difficult to represent on something like a burn-down chart.
You don't mention Barry in Part 1?
Barry?
Best I could come up with this morning.
Tip of the hat for framing the question of how to solve a problem like Maria.
I kept looking for words about Barry 😉
Yes. You're not the only one wondering "Who is this 'Barry' person?!?" Someone asked me that, about this article, in another group.
Was the "Part 1" article updated to exclude Barry?