Ways behaviours affect business or work?

Ever thought about the results people get at work or business? Ever thought about how these are linked to our ‘internal processes’? If not already, it may be an august time to begin taking stock of such correlations.

Businesses are operated by individuals, owners/entrepreneurs or executives/employees. Each individual has these set of internal processes specific and unique to him/her, that determine the response to decisions, perspectives and responses to the stimuli confronted on a regular basis. While collective viewpoints filter anomalies in the organizational process, yet they do not insulate people and organizations from the afflictions these can cause. The bigger issue is that these remain silent killers in the system at both levels and continue to slowly eat up the efficiencies and rationale. Here are few key implications dysfunctional or unproductive behaviors can have on people and organizations;

1.       Conditioned responses: A chain of past behaviors and their acceptability kills innovative thinking and prompt them to produce ‘like effort’, therefore ‘like results’. Organizations get in vicious cycles and individuals stray away from goals.

2.       Inertia or homeostasis: It becomes increasingly difficult to break comfort zones. These may grow so strong that organizations have to undergo OD interventions to defreeze them.

3.       Emergence of ‘Group think’: people tend to follow the ‘prevalent beliefs’, as outlaws do not get accepted or appreciated. New thinking dies in the organizations and even individuals resist thinking new ideas for careers and get stuck in an arena they are in much longer they originally planned.

4.       Perception driven culture: Rationale takes a back seat, as decision makers tend to drive their areas with coloured/preconceived views. These begin to harm organizations with attrition, insensitivity to customers and their needs, and uncalled for responses to decisions they face. Individuals let go of great opportunities and possibilities as they begin to apply filters.

5.       People overpower processes: Personalities tend to dominate processes irrespective of need. This may be a very silent occurrence in the beginning with weak symptoms. System becomes people dependent making individuals important over business. For individuals, emotions begin playing stronger role that push them away from the pre-culled path.

By now, you may have begun thinking of examples at your workplaces, and the perspective to recognize and diagnose them, and rightly so as these are like ticking time bombs that may have detrimental, and sometimes incurable implications on businesses and careers. It is more than urgent to seek professional interventions to course correct these dysfunctional behaviours at individual and organizational levels. ( www.thegrowthevangelist.com )