Close the Interaction Gap

Strategies to Improve Interaction 2017.06.29

Effectiveness in today's workplace relies on how well people can pool their talents, resources, and knowledge to achieve results. It is their daily interactions that determine the ultimate success of a strategy or how well it is executed.

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/ / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / This company's efforts were fruitless. And unfortunately there are many other organizations that fall into the same false paths. The new CEO of a Fortune 200 company was much more of a consensus builder than his autocratic predecessor. He could see that the culture wasn't very supportive of his style, but firmly believed that better discussions and alignment at the top were critical for the company's continued growth. He brought in a well - respected consulting firm that touted its "formula for high performance cultures." After an initial flurry of activity, he told us, their prescriptive approach was abandoned as being unworkable. This company's efforts were fruitless. And unfortunately there are many other organizations that fall into the same false paths. In this article, we want to point out some common problems with the ways that companies try to improve interaction, and provide a brief overview of a more effective approach. page | 2 # # # The executive team of a consumer products company recognized that the marketplace was changing faster than the company could adapt. They decided to turn to their internal training & development department to help them launch a strategic initiative to improve collaboration and innovation. The training department did a great job of developing new courses on topics such as brainstorming techniques, meeting management, and communication skills. Six months down the road, nothing had really changed. A company involved in a major Lean Six Sigma implementation learned from team leaders that many teams were struggling— having a hard time getting organized, completing commitments, delivering results. The teams had all received training on the technical skills of process improvement, so the company decided it was time to invest in "soft side" training. The HR department offered all team members the chance to undergo a range of the usual personality tests. Afterwards, the teams got together, discussed the results, and had interesting discussions about issues like extroverts vs. introverts. Yet months later, nothing had changed at either an individual or team level. FOUR COMMON PROBLEMS WITH INTERACTION PROGRAMS

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