Management Gain

The Daedalean Experience carries anxiety and anguish. It destabilises the individual dealing with the Society of Uncertainty. That Uncertainty disrupts their feeling of identity and lowers their self-esteem because it reveals their inability to master more and more complex situations triggered by the changes in their environment.

 

The Authors argue that, in order to make that anguish bearable, the individual and the group do adopt a series of dysfunctional behaviours aiming to protect themselves. Those personal, relational, and organisational malfunctions represent real pathogenic and disruptive syndromes. The set of all these dysfunctional behaviours is given the name of “Loss Due to the Feeling of Uncertainty at Work.

 

Those pathogenic and disruptive syndromes result in economic, financial, and social costs for the organisation. They are the operational translation of an ineffective management of the factors that contribute to the disruption of the feeling of identity and the reduction of self-esteem on the part of the individual and the group. The Authors give to this ineffective management the name of “Management Loss.

 

The organisational culture is a barrier often put in place by organisations as an attempt to suppress those dysfunctional behaviours or to hinder its effects. That culture seeks to reinforce the cohesion of the members of an organisation around common objectives and identical strategies.

 

While it may bring significant advantages in terms of cohesion and managerial effectiveness, the Authors consider that the organisational culture is a stratagem, a lure as it does not result in a lasting and definitive elimination of the dysfunctional behaviours. They go over several avenues explored by research in Strategy when it comes to organisational renewal. They go on to show that organisational culture does perpetuate stability and may even be an impediment to organisational development.

 

The intrapreneurial culture lists among the forms of organisational cultures analysed by the Authors. They argue that this culture, which is characterised by flexibility, a high degree of autonomy, appetite for risk, creativity, and adaptability is hardly compatible with cultural stability. It collides with resisting forces relating to the tendency to seek security and protection.

 

According to the Authors, the use of the Partnership-Based Adherence allows the organisation to put itself in a position such that it can face the turbulences of the environment by way of its positive effects on individual and collective identity, self-esteem, adaptability, and managerial effectiveness.

 

So, the recourse to Partnership-Based Adherence offers the organisation the possibility to eliminate the pathogenic syndromes triggered by the feeling of Uncertainty. This is what the Authors call the “Gain Deriving from the Feeling of Uncertainty at Work”.

 

When the leaders of an organisation do tackle effectively the management of the factors that contribute to the disruption of the feeling of identity and self-esteem, a positive effect on the costs and effectiveness of the organisation can be achieved. This is what the Authors call the “Management Gain”.

 

 

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