Workable Change


For years social scientists have said that humans resist change—and so they do. But they resist only those changes they do not understand, are suspicious of, or consider to be against their interests. Humans embrace change that seems good for them or good for the world they live in and care about.

A new idea or new expectation, in itself, will seldom bring about change. On the other hand, change can be very attractive if it is the product of a new idea or expectation that appears to be in the best interests of the people who are expected to adopt it, if it is accompanied by the means for its fulfillment, and if it results in recognition and approval. To improve an organization, we must introduce good ideas, establish the means for making them work, and provide a visible payoff for the effort involved.

No organization can reach its full potential unless it promotes and enjoys the coordination of productive activities among its members. The more complex the activities of the organization, the more need there is for coordination if the organization is to flourish. No one knows it all anymore. Teamwork is an increasingly critical element in organizational success; fortunately, it is not difficult to achieve. But teamwork must be managed into existence through experiences that are capable of producing teamwork.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Thinking Flexibility


You have to sell the flexibility of the structure to the people who work for you, and the only way to do this is by deeds rather than words. Your employees have to see the tangible proof not only that the structure is flexible but that the flexibility works to their advantage and their self-interest.

People within the structure should also feel flexibility. They should know that they are going to try out good ideas, no matter who thought of them, no matter how directly or indirectly these ideas applied to their division or their specific areas of responsibilities. They also need to know that if someone came up with a good workable idea was not simply going to be handed over to someone else. Whoever conceived it it would be involved in its execution.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Rethinking Organization’s Infrastructure


An architect’s work requires more than site selection and structural design. A building also has an infrastructure, a complex and sometimes invisible web of systems that work together to make the building functional and livable. These include the mundane heating, electrical, plumbing, and air circulation systems, as well as the essential channels for people movement and telecommunication hookup.

Infrastructure is not just an add-on. The development of new technologies that provide efficient solar heating also required architects to consider a new set of factors when siting a building. Just as the invention of the elevator paved the way for today’s concrete and steel skyscrapers, some new organizational concepts and technologies are needed to make horizontally oriented structures workable and vacuum free.

The organizational infrastructure needs to make the new corporation work. Issues such as the hierarchy of reporting relations, the career structures they imply, and the middle managers who populate must be considered, along with ways to rethink control and coordination so that new learning, rather than resigned compliance, is produced.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Homogeneous or Heterogeneous Teams and Creativity


Homogeneous teams—ones in which members have similar values and attributes—have the advantage of cohesion, and cohesion may translate into high productivity and goal accomplishment. But excessive cohesion can turn into groupthink and dumb decisions that do not respond to situational changes and contingencies. Heterogeneous teams are those whose members have diverse orientation. Agreements in such teams may be difficult; but having to reconcile diverse viewpoints may lead to more innovative solutions. In situations where creativity is important, as in strategic planning or research or ad teams, heterogeneous teams should have an advantage over homogeneous teams.

Creativity is more than fresh ideas. These ideas need to be workable. In making fresh ideas workable, the cohesive team may be at an advantage. For successful creativity therefore, fresh ideas need to be generated by heterogeneous teams but made workable by homogeneous teams. Or perhaps the heterogeneous team needs to adopt the norm that for generating fresh ideas it should leverage its internal diversity, but that for selecting a creative idea generated and making it workable the team needs to operate highly cohesively.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

The Fudges of Brainstorming


The term brainstorming has passed into common English usage. Invented by Alex Osborn, a versatile advertising executive, brainstorming has come now to mean freewheeling discussion.

The principles of brainstorming as a technique are deceptively simple:

  1. All evaluative or critical comments are taboo during the phase of generating ideas or solutions.
  2. The attempt is to generate a very large number of ideas or solutions. The logic is that at least a small proportion of ideas tend to be high quality that are both novel and useful, so that the larger the number of ideas generated the larger may be the number of quality ideas that are produced.
  3. Emphasize novelty, not correctness or appropriateness. The stranger the ideas solutions, the better. The reason is that strange ideas demolish existing mental frames and liberate the mind to generate and accept unconventional ideas.
  4. Participants in a brainstorm are encouraged to build on each other’s ideas.

Typically, in a brainstorm, a specific problem is first introduced. The problem must be quite specific, and capable of many alternative solutions. Thus, one cannot brainstorm on a vague problem like how to increase productivity, now on a problem with one right answer, such as what was worker productivity in the plant last month But how to increase worker productivity by 30% in a particular is quite appropriate for brainstorming. Gnenerally, brainstorming problems are preceded by how to …

After the problem is stated and clarified, the brainstorm begins.Each group member gives one . . . .

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.