CONCEPT:
The concept of purpose is widespread but often misused, both at the individual level (ikigai) and at the organizational level.
This dynamic emerged from the idea of helping to create a purpose in the company.
We have based this on the Meaning and Purpose module of the Jurgen Appelo Management 3.0 book: http://management30.com/modules/meaning-and-purpose
On the other hand, to achieve the purpose we also briefly use the Moving Motivators technique to look for the initial motivations of the people: http://management30.com/practice/moving-motivators
CONTEXT:
In many organizations there is no purpose, there is a purpose, just like in teams, most work without a purpose, only focused on an objective or objectives often assigned by their managers. It has been shown that when a person or team works based on a purpose, their intrinsic motivation increases, their alignment and commitment improve and everything is much more bearable and constant. In this way we enable teams with evolution both economically and professionally as well as personally. When you ask many people or make them reflect based on "What is your purpose in life? or What is your purpose professionally?" in many cases what you hear is a silence. Many people talking with them have never considered it, or they have never thought about it thoroughly, they have not spent time considering it, getting to know each other in order to reach their goal.
APPLICATION OF DYNAMICS:
We held a first session so that each one could identify their purposes in the current work they are doing.On the other hand, we ask them about their purpose at work so they can see if they are aligned with their current global purpose or not. Individually we have identified what they consider themselves good at, what position they are in and why they are paid, and what they like.
In a second round we make a selection of purpose(s) as a team or group/department within the company. We extract purposes from everyone, anonymously. Looking for what purpose they have as a team or what purpose the team has, if they agree with their vision or if they have lost part of their purpose(s) as an individual.
They wonder about the object of the company, or what is the object that they see or understand that their company has. This part can be useful if there are senior or management members to check alignment or vision across all layers; allowing actions to be taken to improve transparency and transmission of the organizational vision.
In the third part we align ourselves based on all the purposes that have been emerging to create a purpose that strives to work, commit and generate a single vision (aligned or not with the current vision of the company) but that helps to move - align - generate a new culture of values around the generated purpose.
The exercise in this part can undergo a modification indicating the general purpose of the company by level C and finally without members of that level to establish how aligned the previous purposes are with the corporate one, how easy/difficult they seem to achieve or what It must change to achieve the alignment of the company and the purpose of transcendence.
ADVANTAGES OF DYNAMICS:
generating a purpose at an individual or team level always helps to have committed, involved and motivated people. It also helps to detect (themselves) who is not and therefore quite possibly they themselves seek their own path in other organizations. Very rarely do you reflect on your purpose. It is something very important if we want to have better professionals in organizations and in society. In this way we collaborate to create better teams, better organizations and better societies. Purpose-conscious people are more collaborative, more productive.
DISADVANTAGES OF DYNAMICS:
The big problem that can arise is in responses such as "We don't have time for this", "they are here to produce, not to have a purpose". These types of answers show the type of existing management and the importance of people. That is an issue that will have to be worked on.
CONCLUSION:
The lessons learned are based on people, a team conscience is created, everything is reflected in the offered learning, it is constituted in a collective conscience and they can help each other
to achieve their purposes that are for the good of the team, the company and the clients. Create happy consciences on which to rely to estalish an evolution in the teams.
It allows creating a "manifesto" or internal motivations in the company that will serve to facilitate job interviews, in order to see potencial candidates more or less aligned with the culture of the company.
This dynamic serves as a basics for conducting job interviews with the detailed moving motivators in the dynamic "moving motivators in job interview".
If this dynamic is linked to IKIGAI, you will strengthen team or group awareness, creating a strong sense of belonging to the group and a shared purpose, key to high-performance teams.
MY LEARNINGS:
It is an individual analysis, both for oneself and for the people, you learn a lot about limitations and how visualization helps to become aware of things, dichotomies, or problems of personal satisfaction or professional happiness.
But above all, the greatest learning is joint, as by sharing their strengths and motivations, synergies are created between people to help each other achieve or approach their goals, creating a common one.
Above your purpose that we help to work on and achieve as far as possible, we consciously contribute to a greater purpose, of team, area, organization, and seeing the connections between why they pay us, what we are good at and what we love. , we enhance potential, creating a collective awareness and connection that allows us to more easily create high-performance teams.
NEXT STEPS:
This dynamic has been carried out in 2 very important teams of a core product with the creation of a shared purpose around the product. An experiment has been created that consists of how each member of the team can contribute to their purpose first and how they can contribute to the joint purpose.What can I do for my purpose?
What can I do to bring the team closer to the shared purpose?
In this way we deal with gaps and possible problems such as your purpose differing from that of the team, or not being aligned, everyone helps, contributes and pushes.
The change in attitude has been enormous, and the managers themselves are trying to implement it in 2 other teams on another product, having obtained a very high level of commitment in the previous product. Increased motivation, initiatives launched and feedback given to the client that has been raised by the client himself.
The next step is to expand it to other teams and create a new experiment: what obstacles are you having to achieve the shared purpose? where do they hit? everything placed on what I love, what is needed, why they pay me, what we are good at, in this way we prioritize and work on the purpose to approach it again, seeing the impact and in which part of the ikigai the actions act.
