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Synchronizing efforts with O2

Ravi Resck 29 de July de 2021

Individuals are compelled to behave according to the system in which they are inserted. People who work in a hierarchical environment do not escape this. The chain of command, which is the authority system in place in most companies, generates some interesting behaviors. Today we’ll explore these side effects to understand the importance of mode synchronize Full name O2.

The chain of command determines that power resides in the top positions of a company. In general, owners and shareholders occupy the positions of the president, who delegate some of that authority to directors, managers, superintendents and so on. The basic premise is: you do not have the authority to do something, unless someone higher gives you power. Power needs to be pushed from the top to the bottom.

That’s why we see so many “empowerment" around. Traditional organizations have realized that to be more responsive, power needs to be more distributed. Otherwise, slowness takes over and nothing happens.

Obviously, individuals at the bottom of the pyramid already work with the prospect of “powerlessness” in the head, usually hoping that the action or command will come from above. A phenomenon of “responsibility outsourcing” is very common in this context. When something goes wrong, you blame the boss, the team, the company or another department. After all, you don't have the power to make a change. Note, however, that there is no victim here. Everyone believes in this system and contributes to its perpetuation.

O2 seeks to combat this reactive context of victimization and outsourcing of responsibilities.

Causes of organizational reactivity

Many things contribute to people behaving in a certain way in the chain of command. I quote a few:

It is not clear who has responsibility and authority. If there are no clear, explicit and described roles, it is difficult to know who does what. Without that clarity, every request seems like a favor.

Marcos: João, can you analyze the access report for me?
João: I don't think that's my responsibility.
Marcos: And who does that today at the company?
João: I "think" it would be you ...

????

Few ways to solve problems. If you have a problem, you ask someone, but you can't get an answer, what do you do? In general, the only channel you can escalate the problem to is the boss. But we all know that leadership positions are always mired in pending issues and are unable to meet all requests. In this case, the lack of autonomy prevents you from taking the next step and you are stuck.

No effective ways to track resolutions. You place the order for the John, but has no visibility of the progress and needs to keep asking him what’s going on all the time. In addition, you do not know what are the other projects that the John doing, nor the prioritization criteria he uses. Then it gets really hard.

Decision-making authority concentrated on a few. Okay, you went through all this and decided to act to change something. Maybe you will take the project yourself and do it, even if you are not the most suitable person. What happens? You take the initiative, but you are soon retaliated by someone. Carlos says that you are crossing the line and doing a job that is actually his. ????

Synchronize mode

In combination with a crystalline organizational structure and with a routine of work review, The mode synchronize becomes especially powerful. As we said in the previous post, from the review, the participants feel several “creative tensions”. Whether they are opportunities for improvement or perceived problems, these tensions cause the circle to move towards its purpose.

The first moment of synchronization consists of drawing up a list of tensions to be addressed. The facilitator asks the participants: Do you have any tension to add to the list? If so, say two words to name it. The participants then say their tensions and the secretary records a list like this:

  • Carlos: CRM problem
  • Diego: Notification
  • Janaína: Vacations
  • Carlos: Data migration

After the list is drawn up, the facilitator goes through each tension, asking the participant: What do you need? The participant then triggers other people as needed, usually in the roles they play in the circle. Then the secretary records any actions or projects that people have accepted to resolve the tension.

The purpose of the synchronize mode is to process tensions quickly, usually in new projects, actions, orders and information sharing. This can be done at any time, including outside the circle meetings. The synchronize mode is just a convenient time to deal with many tensions, since everyone is together.

How synchronizing reduces organizational reactivity

Some features in this way are very effective in combating reactivity. Are they:

Objectivity. The mode is extremely objective. The facilitator starts by asking what the person feeling the tension needs. The responsibility is placed on the individual who brings the problem and not on third parties. Obviously the other participants can help. But the center is always the person who felt the tension.

Goodbye outsourcing. As the focus is on the participant who feels the problem, it is difficult to outsource responsibility to the group. For example, if the person said “What are we going to do about it? ”, probably the facilitator would quickly interrupt and ask "who has the authority to decide this?“. The secretary then consulted the structure of the circle and could come to the conclusion that there is no one responsible or any restrictions on it. Then the facilitator would return to the participant and say: “There is no one responsible for this. You have the authority to make that decision or propose a new role for that. What do you need?".

This process is extremely uncomfortable at first. Even the most proactive people realize that they often outsource or disclaim responsibility. But as this muscle is being exercised, the gains in agility are tremendous.

Registering the outputs. The division between facilitator and secretary allows the former to concentrate on the flow of the meeting, while the latter registers exits. Any accepted action or project will be recorded as an "exit" or "outcome" of the meeting. In the case of projects, they can be followed up on review mode at the next circle meeting.

Clear language for possible outputs. O2 has a specific vocabulary for any decision made at meetings. For example, sync mode outputs are generally projects or actions. These terms have clear and practical definitions, which makes the process much more structured.

What sync mode does not do

The sync mode is amazing, but there are a few things that go beyond its purpose.

All orders, be they actions or projects, are made from the current circle structure. However, in some cases it is necessary to change the current structure. For example, proposing a new role. This is not done in sync mode, but in adapt. We will talk more about this in an upcoming text.

Things related to tribal space don't have much space here either. For example, if any participant brings discomfort, stating that he I would like to be more respected, this would not be handled in sync mode. Such a tension is valid, but it does not belong to roles (organizational space) but to people (tribal space). O2 seeks to separate these two spaces, so that one does not pollute the other. Still, there is a specific way to address tribal issues, called take care. Soon we will talk about him too!

Article originally written by Davi Gabriel da Silva and published ON HERE

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