Philosophizing

When you begin each interaction, encounter, or relationship at work with an examination of what result you want to flow from it you will eventually, as we have been discussing, find it necessary to investigate what your colleagues want to accomplish, as well. If you pair this with a resetting of the perspective from which you conduct your assessment, you will, as we’ve also noted, begin to discover new factors bearing on the issue, and new ways they can be employed to uncover new solutions and approaches.

But you will be doing something else, as well: over time, you will be developing your own personal philosophy of management. You will be coming to an understanding that – for all the admirable efforts undertaken by academics, consultants, and practitioners to codify it as a generalized concept that can be understood, defined, and replicated as and where necessary – it is really, at bottom, an extension of your personal ambitions, ideals, strengths, and weaknesses into your obligations as a manager in your organization and to the colleagues with whom you collaborate to that end.

You will see your work as a dynamic that revolves around how organizational and personal perceptions, needs, and preferences telescope into and emanate from each ever-changing moment during which they converge into events or interactions that you must manage. You will employ practices, techniques, character traits and the like according to the demands of the moment, rather than interpret and exploit the moment according to the dictates of such doctrine. They will become relegated to the most they can reasonable aspire to be: your tools – not your guides or crutches, and certainly not substitutions for your initiative and judgment.

Your management philosophy will be highly tailored to your current position, duties, and workplace environment. But because it is derived from an understanding of what is happening and needs to happen in each evolving moment, it is also agile and adaptable, and can effectively migrate across managerial levels or even industries.

And yet, there is another key to doing this productively – one which brings us back to the initial purpose for embarking on this discussion. We’ll close with that, tomorrow.

Today’s tip: Speaking of looking at an issue from everyone’s – rather than merely your own – perspective, please ask yourself these essential questions posed by Cultural Offering.

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