Let me write down my beliefs, since what I believe guides my concrete approach. It is not a demonstration.
Man is good. Basically good . It's rooted into my Judeo-Christianism. See FAVI, a foundry in Somme http://www.favi.fr/managf.php .
Work is a source of pride, pleasure and joy under certain conditions it is for everyone to identify and find . Cf Richard Nelson Bolles: What Color Is Your Parachute?
We go " from beginning to beginning with beginnings that never end ." See Gregory of Nyssa , Commentary on the Song of Songs, versus going from accomplishments to achievements, such as talking , walking, graduating. Having a child is to become mom or dad, it is starting a new life.
To choose is to renounce. Giving up is difficult. Therefore, choosing is difficult. For everyone .
The operator creates value, they pay us - versus "our value is to direct / control / manage the operator".
My job is to reduce the uncertainty of my stakeholders. Any person or group of people interested directly or indirectly to my business or my results, products and services, positively or negatively, has their own uncertainties. It's up to me to get closer to that person or group of people to discover their uncertainties and to help reduce them.
My job also is to make my client happy and, beyond them, my client's clients. My client expects I'm going to satisfy them, indeed, however they will enjoy very much that, because of my added value, their own clients order more and more often.
People have good reason to act their way. Their particular point of view is incomplete, of course, as mine is. I'd better get close to them to share their views before offering anything to understand--I'd better understand before I get understood.
Everyone has routines, which they find good enough. During the Cuban missile crisis , Kennedy received from the different corps the best solution. The U.S. Air Force: aerial bombardment. The Marines: landing. The U.S. Navy: a naval blockade.
We cherish our routines because they reduce our uncertainty on our core business. We like them because we are able to do like that and we are good at it .
The essence of leadership is to lead the group decisions for the good of the group. During the Cuban missile crisis, Kennedy chose a solution between the three "best" ones. "Think clearly and decide for the good from of all ideas is that the group", the world asked him . See Graham Allison and Philip Zelikow , "Essence of Decision, Explaining the Cuban Missile Crisis."
Resistance to change does not exist, whereas operators' intelligence do. When I routinized my work, it made sense in the context at this time. As the context changes, the routine may lose its meaning. Not sure. We'll have to check. To change my routines if it does not make sense, it is an insult to intelligence.
I act with stakeholders based on my beliefs about them. Douglas McGregor theorized the fact that, according to what leaders and managers believe, their behavior differs. A manager believes that the managed people are lazy, he/she adopts an authoritarian and coercive behavior . A manager believes that the managed people are willing to devote themselves to work, he/she takes a caring and participatory behavior.
Corollary : everyone acts in accordance with the attitude that I expect him / her to have. For Instance, as a manager, I have the opinion that this particular person I manage is lazy, I am bound to act in an authoritarian and coercive way. In doing so, I induce in the managed person in a sense of fear, a desire for self- protection and careful attitude. In addition, I tend to consider the facts that confirm my opinion but to cast out those who refute. Then I read the cautious managed people's attitude as a lack of desire to get to work. Laziness. QED.
There are self-fulfilling prophecies. "I will not meet client because he/she has a chance not to remember me"; in fact the client will retain a supplier among those he has met, he will not consider me. This is self-fulfilling. "I'll meet this client because we have a chance to exchange value, product / service against profit"; the customer is seduced by my value approach / service, they order me a service. This is self-fulfilling.
Each stakeholder is able to act like an adult. It's up to me to invite them to do so. See the transactional analysis. When I speak to X as if I was a parent, I invite them to act as if they were children. When I talk to Y as if a child, I invite them to act as parents. When I speak to Z as an adult, I invite them to consider me as an adult.
Each stakeholder is able to define what is valuable to them. See Value Engineering methods.
For a good or service of great value to him, the customer pays the price. Illustration. In June 2013, I paid 30€ for a barbecue ignition chimney which is worth 10€ in my neighbor's eyes, but it typically fit my needs. 2 pieces of symmetrical stainless steel stampings, fault-free, insensitive to damage, operating as the first day for the grandchildren of my grandchildren. I would have bought it 40€, I'd still be happy.
What is beyond the just-needed-that-brings-value is a source of failures, uncertainty and dissatisfaction, the client will always find it too expensive. This is lost labor to provide it. Better a cable-operated handbrake which is inert energy when mounted and whose failure you can anticipate, than an electric parking brake which consumes energy and whose failure does not prevent . The electrification of the handbrake is too expensive for the customer who experiences failure.
After a certain point, in order to go further, I must lighten my bag, not find something more.
To do with people is better than to do for people. The result may be less beautiful, it is always shared, which is what's worth.
If my colleague thinks I'm going to punish the error, they'll keep silent about the error and we do not learn anything. Worse, the error is bound to occur again. More generally, I tell people what I think they can hear. People tell me what they think I can hear. Corollary: I don't say what I think they cannot hear. If I do not hear about problems, it is not that there are no problems, it's that people think I cannot hear them. Problems exist, but they keep silent. Are they resolved yet? Listening comes first, words come second.
To succeed together and to copy what works, this is how the world works today. To work alone and by oneself, that's what is taught at school. Until I was 25, I was asked to work alone and by myself. From my first steps into the real world, they made me realize I had to do differently.
8 out of 10 times disagreements are due to different cognitive preferences. Make a diagram to visual people, provide details to auditive people, visit the workshop with the kinesthetic people, they will be with you. As a visual person, when auditory colleague summon me to take a decision on the basis of details, I feel bad . See the work of Antoine de la Garanderie .
To act is to give a chance to pick unexpected fruits and to overcome real obstacles. That said, walking forward will result, for sure, in some mistakes. This implies that the environment refrains from penalizing errors and, instead, encourages feedback.
What works is what is delivered. What remains in development does not occur. In order to get the outcome, deliver the product and may it live its life. Better an imperfect product made available than a product perfect kept unavailable.