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Thinking Deeply

Source | LinkedIn : By Sanjay S Singh

One of the most important behavioral attributes that many organizations need to develop is long-term orientation. I have been deep-diving and exploring ways to create a culture where all our associates, from someone at the shop floor to someone in the corner office, look at the long-term implications of their actions. How do we instill in them the importance of doing something that is fundamentally the right thing to do?

If you go a level deeper, the dichotomy arises between bringing quick results and right results. The interesting aspect to it is that in modern day organizations there are functions that are designed to be tilting towards the quick, while there are others that are meant to tiptoe the process to a level that it is a bit removed from business outcomes. Imagine if these functions had an inherent DNA to be process oriented or to be quick and accountable, as a counter orientation.

So, both the forces are there in place and, therefore, the trick lies in creating the right balance. Striking the right balance does not mean that both go to the extreme and explore coming together. In fact, the best balance could come from driving checklist orientation in target driven functions and driving target orientation in compliance based functions. This appears an over simplistic approach, but it is one of the conversation triggers for building a richer repertoire of behaviors in organizations.

A richer repertoire of behaviors – as I would want to describe it is where the incumbent looks at the outcome from a long-term perspective and takes a long-term ownership of his actions. This may bring a much needed change that can increase one’s confidence in whatever one does at the workplace and elsewhere.

This debate on creating long-term value is strongly driven by the context. Your context greatly influences your thinking process. Your context has a lot of invisibles in place that shape your behavior – the way the factory floor is laid out, the lighting, the canteen, the lavatories, the staircase, the visitor management system, etc., and this is where we need to focus to bring to shape people thinking. This is an area HR should focus on – the invisibles, the permanently present, the ether in the environment which influences employees to think and behave with greater depth.

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