Darwiportunism.

Darwiportunism.

(Modern work without job guarantees – Christian Scholz)

“Darwiportunism” is a conventional approach of Scholz (1999: 2003). It is means the combination of Darwinism and Opportunism. It may be used for descriptions of economies as well as for single organizations of any kind, such as companies, clubs, or Universities.

Darwinism.

Caharles Darwin detected the logic of evolution with the mechanisms of “Variation, Selection, and Retention”. It is based on the idea of a population, which consist of a major group of independent individuals, who show specific characteristics. Example of populations include species of animal such as rabbits and horses, but the team population can also apply in the business world to describe enterprises of the same industry, employees, or managers. The competition between different groups of the populations is based on the evolutionary paradigm “survival of the fittest” A phrase coined by Herbert Spencer.

The first step of an evolutionary process called “Variation” During this step all individuals of a population change their characteristics, so that they will have a better chance to survive in comparison with others. In nature, this variation arises by chance.

In the second step “selection”, the environment decided which population has adapted best. In nature selection means the difference between the surviving and not surviving because those populations, which are not adapted as well as the others, will be eliminated.

The third step of Darwinism is called “Retention”. Only populations which survive the selection are able to reproduce. Consequently, only the best characteristics persist. In the concept of Darwinism these three processes alternate.

This evolutionary logic is immanent in any collectives of living creatures and can also be found in the business world, even if hardly any company openly confesses to use darwinistic systems. Every day, the fight for market share take place in all industries. In influence the whole life within companies, where Darwinism is the explicit or implicit ideological foundation for reconstruction in the direct ion of “radical market orientation”.

The Darwinistic phenomenon does not only take place between companies, but in every part of the company itself. The dominance of darwinistic ideas is reflected in several instruments of internal leadership. For example, the positive-sounding team of “shareholders value” means in fact the selection of companies in the capital market. Both “optimization of the value chain” and “ profit center” means to eliminates weaker parts from the value chain. The “personal selection” is the intended HRM part, “mobbing” occurs unintentionally. The consequence of these competitive mechanisms for the individual employees is that they no longer have guaranteed jobs.

Companies only survive competition if they focus on their corporate strategy and their core competencies. Thus, only companies that have better capabilities in this respect than the other companies in the industry will be able to survive.

     

Opportunism

This logic can be found in respect to the behavior of individuals in organizations. Employees behavior is described as “intentionally rational, but limited so” (Simon 1957) and as “opportunistic” (Williamson 1975).

The core of opportunism means “do the same as all do; Look for your opportunities and exploit them” individuals act in order to maximize their own benefits, using their individual strengths to get ahead in the business world. They give priority to their own advancement, even if their goals are not concurrent with the objectives of the company or even if they may harm other peoples’ interests.

In consequence, there is no longer assumption that the company’s objectives are the same as the objectives of the employees. Instead of pushing common interests, individual and egoist needs are met; from maximizing the income to optimizing one’s career. These individuals are characterized by self-motivation and ambition. If they can get another better paid job, they will seize this opportunity at once, without regard for loyalty to their current employer.

Darwiportunism

Darwiportunism is a phenomenon of modern work life. It is composed of the search for individual chances (Opportunism) and the collective mechanism of selection (Darwinism). Darwiportunism as a concept assumes that both components influence each other and might even escalate. Although many companies think that this phenomenon would not appear in their work at all, it is real and cannot be easily ignored. But this phenomenon is not necessarily bad but also bears chances to develop the organization.

The core question is – given the behavioral assumptions of Darwinism and Opportunism, what happens, if companies play open or hidden Darwinism and if employees look for open or hidden self-optimization….?

Combining both behavioral assumptions in different intensities, one receives four basic constellations. They are also called “implicit contracts” for the collaboration in companies. (Scholz 2003)

  

Figure 1 : Darwiportunism Matrix (Scholz 2003)

1.      Good old time.

This is describe the traditional work life. On the one hand, the employees shoe their loyalty towards the company, on the other hand the company provides the employees with a feeling of job security. If can have both positive and negative consequences.

Looking at the positive side the company will be stabilized. The enterprise and employees will work together in an atmosphere of harmony without internal competition.

The negative side of the “good old time” is characterized by a stagnation resulting from a lack of internal or external competition.

2.      Kindergarten.

Highly opportunistic behavior of the employees. They seek to maximize their benefits and chances, with little concern for the survival of the company in which they work. This behavior is typically found in the new economy. In the positive case there will be a high level of innovation and the negative case the individual opportunistic behavior will put the company in to the difficult position by a low capability to survive in competition.

3.      Feudalism

Employees must accept the main objective of the company is to survive in competition and that it cannot consider the problems and needs of the employees. The employees know that they must behave in a way dictated by the company.  They feel forced to show loyalty towards it and fear for the security of their job if they do not comply. Positive side of feudalism is the increase efficiency and the negative effect of increase absenteeism from work offset this.

4.      Pure Darwiportunism

An open communication between the two parties. Both know that the other party will only maximize his utility, but they also know that they only can maximize their utility together. The companies give the employees uncertainty and the employees show disobedience towards the company. Both parties accept this, if, on the other hand the employees will earn enough money. Furthermore, the employees often change the enterprise, when there is another better paid job, which offers more benefits for the individual. The positive is there will be a better chance for the company to survive in competition Negative is the employees will change the company again and again.

Practical Implementation of the Drawiportunism

Above all four constellations in their openly communicated from can make sense in different contexts. A problem arises the constellations are hidden. In that case the communicated position and the really intended position are differ. For an example, if the employees see themselves in the “Good old time” but if at the same time the company seeks to implement “Pure darwiportunism”, a leadership crises can be expected.

In corporate implementation the concept of Drawiportunism lead to a differentiated management and personal development. The modern work system in the global context today does not mean that “Hire and Fire” of the companies or “Sign and Leave” of the employees should be the normal situation. On the contrary, it means that new rules of behavior have to be defined which improve the range of action of the companies and of the employees, regardless how strong the competition is.

It is based on a clear communication of the behavioral intentions. Company and employees must accept their opportunism and Darwinism, and they must also reduce all mechanisms, which help to prevent Darwinism and opportunism. To accept mean not to feel insulted as a company when employees decide to leave and to follow different objectives. This is still a different to ultimate tolerance. If an employee refuse to do his work or work less or worse than he should, this special kind of opportunism has not to be tolerated by the company. To accept does also not mean that companies no longer try to keep their employees.

There are three steps to implement of Darwiportunism.

01.   The diagnosis of the current position of a managerial decision topic in the drawiportunism matrix.

02.   The target position in the Drawiportunism matrix has to be define. This leads to behavioral rules for the companies and for the employees.

03.   Specific actions can be drive based on the previous steps.

References.

·         Darwin, Charles H, The Origin of Species, London (Murray) 6.ed.1900.

·        Scholz, Christian, Darwiportunismus: Das neue Szenario im Berufsleben, in: Das Wirtschaftsstudium 28(1999), 1182-1184.

·   Scholz, Christian, Spieler ohne Stammplatzgarantie. Darwiportunismus in der neuen Arbeitswelt, Weinheim (Wiley-VCH) 2003.

·  Simon, Herbert A., Administrative Behavior. A study of Decision- Making Processwes in Administrative Organization, New York (Macmillan) 2.ed.1957

·      Williamson, Oliver E., Market and Hierarchies. Analysis and Antitrust Implications, New York (Free Press) 1975.

JOB INTERVIEW

Recruitment and Selection

The organizations need to select right talents in right time for smooth running of its functions and ultimate achievement of planned goals & objectives. Present environment of business we experienced the Talent pool is shrinking rapidly.  Therefore each organizations have the process to attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications to apply for jobs with an organizations.

We can define the recruitment and selection as “The process of choosing from a group of applicants the individual best suited for a particular position and for the organization.”

  

Why Invested in the Interviews.

The present organizational environment they spend heavy budgets on interview processes. They treat that this in an investment for the organization. We can identify two main reasons for investing on interviews.

·         To identify the right talents.

·         Reinforce the position of Company as an employer of choice

Types of Job Interviews.

There are many types of interviews conducted by organizations to select and acquire the right talents to the company for its success. The below mentioned interview types are most popular and practice in the organizations.

  

• ·         The Face-to-Face Interview
• ·         The Panel Interview
• ·         The Group Interview
• ·       The Telephone Interview
• ·         The Sequential Interview
• ·         The Lunch / Dinner Interview
• ·         Competency Based Interviews
• ·         Portfolio Based Interviews
• ·         Formal / Informal Interviews
• ·         The Second Interview

The first three types of interviews are very famous and most organizations use to recruit their requirements.

Effective Interview.

To conduct an effective interview the interviewer has prepared well before the interview. He must plan the interview properly before receiving the candidate to him. This planning need to include the place of interview, Time period, minimize of disturbances and interruptions during the interview period (Telephone ringing, people walking in, Noisy) etc. Also he need to know the requirements of an interview. Interviewer need to pay his attention on grooming and attire and he should go through the CV of candidate & get brief idea of candidate prior to the interview. Also he shod pay attention on probing on CV gaps during the interview.

The most important point of an interview is “Opening / Ice braking question.”   Icebreaker questions help you open interviews with candidates and naturally transition to the job-specific questions. Before getting down to core interview. This questions ideally should be without any reference to the job positions.

Some of good ice breaker question we can ask as follows.

• How are you doing?
• How was your weekend?
• Tell me about yourself”
• What do you want to achieve within next 5 years.

Interviewer should explain the next steps of the selection process to the candidate is also important point in effective interview. The interviewer need to close the interview in the right time on a high tone and candidate evaluation should done at the same time. The evaluation documents should fill soon after an interview and best before interviewing the next candidate.

The things you Do Not do during the Interview.

• ·         Not having the candidate’s resume.
• ·         Poor body language. (Ex. Yawning, No eye contacts)
• ·         Chewing gum / Smoking before or during an interview.
• ·         Ringing / Answering Telephone or mobile phones.
• ·         Using slang
• ·         Giving one word answers to candidate’s questions.
• ·         Asking job unrelated questions
• ·         Putting words in the candidate’s mouth.
• ·         Cracking inappropriate jocks
• ·         Pretending.
• ·         Dominating the interview. (Its two way process)
• ·         Bad mouthing (Ex. Employees, Competitors)
• ·        Dishing out unnecessary information.
• ·         Defending
• ·         Referencing without notifying or prior to interview.
• ·         Apologizing at the end

Interview Process.

Interview is two way process and the candidate and the interviewer has to free environment to express their ideas freely. Always remember that in the eyes of the candidate, you are the organization and use that opportunity to reinforce the organization brand in the candidate’s mind.

• Make sure the candidate is accompanied to the interview location (Meeting room, Board room etc.)
• Welcome the candidate and make him/her feel welcomed and relaxed. (an Ice breaker questions)
• As appropriate, offer the candidate to tea or coffee for refreshment.
• Thank the candidate for his/her interest in a career with the company and for coming in an interview.
• Explain briefly the interview and selection process.
• Know the candidate – request for a description about him/herself. (Important thing that what is not stated in the CV)
• Probe on the candidate’s experience and qualifications.
• Describe the company and the role to the candidate. (Explain responsibilities as much as possible in detail to him/her
• Ask the candidate how he/she would contribute to achieving corporate / Functional objectives within the given scope of duties and responsibilities.
• Handover any document/form to be filled out and return.
• Run through the next step of the selection process, briefly again.
• Ask if the candidate has any question and if he/she does and answer to them without rushing.
• Conclude on high note
• Immediately document your findings by filling the evaluation form.

“Interview is an investment and optimize your return”

Reference

• https://www.orchard.co.uk/blog/different-types-of-interviews-1536.aspx
• https://resources.workable.com/icebreaker-interview-questions
•  Presentation by Target Resource (Pvt) Ltd June 2013.

Top Ten Change Management Models:

https://www.ciopages.com/change-management-models/

01                 Lewin’s Change Management Model

02                 02McKinsey’s 7-s Model

03                 03Kotter’s Change Theory

04                 04Nudge Theory

05                 05ADKAR Model for Change        

06                 06Bridges’ Transition Model

07                 07Kübler-Ross’ Change Curve

08                 08The Satir Change Management Model

09                 09Maurer 3 Levels of Resistance and Change Model

10                 10CIOPages.com Change Management Model

 

1. Lewin’s Change Management Model

One of the most popular and successful change management models, Lewin’s Change Management Model act by Kurt Lewin, a social scientist, and physicist in the 1940s. Lewin was interested in what factors or forces are influencing a situation at any given time — notably, social situations. He aimed to determine the effects either hindered movement toward a goal or drove the move toward a given unfreezing. He is mostly considered the founder of change management.

Lewin defined any change in a human system as “changing as three steps” or CATS. The three steps are 1. Unfreeze 2. Change, and 3. Refreeze:

Unfreeze

Unfreeze is a preparatory phase that helps those who will be affected by the transition to break down the current status quo and accept that change is imminent. Key here is noting the reasons why the current state is flawed and cannot continue.

Change

During this step, the simplicity of time, as well as excellent communication, are used to implement change. Where the unfreeze stage can be stressful, the change stage continues to be somewhat stressful, but it moves forth regardless with support and constant communication. During this phase, rumors are dispelled, and everyone is empowered to act.

Refreeze

Finally, a refreezing phase must take place to “set in stone” the changes that were initiated in the “Change” phase. Strategies are developed to help anchor these changes so that they do not disappear or lapse into old ways. Successes are celebrated, and communication and support continue.

2. The McKinsey 7-S Model

Perfect for organizations that aren’t exactly sure how they need to change but know that something is amiss, the McKinsey 7-S Model is yet another standard model for organizational change. McKinsey consultants Tom Peters and Robert H. Waterman, Jr. proposed the model in their seminal book, “In Search of Excellence.”

Essentially, the model centers on seven core elements that all organizations must possess to perform well. Organizations can reference these elements to see where change and realignment are necessary or to ensure mutual reinforcement of each element to maintain quality performance. The seven elements are:

This model aims to help organizations ensure the alignment of these core elements:

Shared Values: The central values of an organization

Skills: The major capabilities and competencies of the organization

Staff: The characteristics of all key working roles, including demographic, attitude, and education

Style: Behavior patterns of all work divisions

Strategy: The overall purpose of the organization and how it aims to surpass the competition

Structure: The structural division of work within the organization

Systems: Defined procedures for resource allocation, measurement, and reward

In times of rapid change, experience could be your worst enemy. 
~J. Paul Getty, Oil Tycoon

3. Kotter’s Theory

Kotter’s Theory of change management does not as much focus directly on the change as it does put the spotlight on the people who will need to change and who will be most affected. Still, a “top-down” methodology is employed. This model was developed by Dr. John Kotter, a Harvard professor, business and management thought leader, entrepreneur, and author. His change management model consists of eight steps:

1. Create a sense of urgency: Help others see why change is needed right away through a “bold, aspirational opportunity statement.”

2. Build a guiding coalition: Enlist key players, including stakeholders and leaders.

3. Form a strategic vision and initiatives: Define your intended changes.

4. Enlist a volunteer army: Get everyone else on board and driven to implement necessary change.

5. Enable action by removing barriers: Identify and remove barriers that would otherwise be roadblocks to freedom and effective change.

6. Generate short-term wins: Track progress and energize participants through the next celebration of even small successes.

7. Sustain acceleration: After the initial successes, continue to press on the initiative of change until your goals are met.

8. Institute change: Identify the new behaviors that have been positive, and continue to express them so that they build strength and old habits don’t reappear.

______________________________________________________________

Change Management Models Related Offerings from our Partners:

Science of Successful Organizational Change

Make Change Happen

Managing your Team through Change

Financial Times Change Management Briefing

Master the Change Process

Fundamentals of Change Management

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4. Nudge Theory

Unlike other methods of change listed here, nudge theory possesses no set model of change. It is a theory based on behavioral science that proposes tactics and mindsets to institute a change in behavior. The essential core of the theory is that enforcing change in the traditional, methodical sense is not effective. Nudging change along, however, can be highly effective.

Some of the critical aspects of “nudging” for change include making “nudges” subtle, educational, optional, open-minded, open to discussion, indirect, and backed up with evidence. Mostly, this theory is a bit vague, but the most basic principles are outlined in Process.St like this:

·      Define your changes

·      Consider changes from your employees’ point of view

·      Use evidence to show the best option

·      Present the change as a choice

·      Listen to feedback

·      Limit obstacles

·      Keep the momentum up with short-term wins

The path of least resistance is the path of the loser. 
~H. G. Wells

5. ADKAR Model for Change

Jeff Hiatt of Prosci Change Management created the ADKAR Model of Change. The basis for this model comes from long-term research that Hiatt and his team conducted in more than 900 organizations who were transitioning through a change. According to this model, the emphasis must be placed on each being able to transition (change) successfully, and there are five outcomes necessary for accomplishing this:

Awareness

Focus on the recognition of the need for change. It necessitates early communication.

Desire

Leadership sponsorship of the intended changes and resistance management help facilitate desire for change within the working body.

Knowledge

Coaching and training help develop a keen understanding of how to change.

Ability

Time, practice and coaching facilitate ability in realizing the changes that are intended for the organization at the desired performance level.

Reinforcement

Finally, recognition of success and corrective action for possible failures help to reinforce changes and make them permanent.

  6. Bridges’ Transition Model

This model was created by William Bridges, a change consultant, in his book, Managing Transitions (1991). The model puts the focus not on change, but the transition. Key here is that transition is internal and occurs more slowly than change. It also occurs within the mind. Alternatively, change is external; it happens to someone. It also occurs rather quickly.

There are three stages of transition in this model.

Stage #1: Ending, Losing, and Letting Go

All transitions begin with an ending. During this stage, people identify what is ending, what they are losing, and how to let go of these losses.

Stage #2: The Neutral Zone

This stage embodies a segment of time in which the old has passed away, but the new is still not fully in operation. It’s not a comfortable stage, but it’s necessary and acts as a “seedbed” where new beginnings can grow.

Stage #3: The New Beginning

This step is where new understandings, values, and attitudes are adopted. Impacted individuals have new roles, and they understand their purpose and how they contribute to the overall goals of the organization.

7. Kübler-Ross’ Change Curve

Elisabeth Kübler-Ross was a world-renowned psychiatrist and creator of the “Change Curve” as well as the “The Five Stages of Grief,” which she outlined in her book, On Death and Dying.

Both methodologies intend to help individuals and groups accept change emotionally as well as materially or physically. As such, Like Kotter’s Theory, the Change Curve model puts the focus on people, who — in any organization — are ultimately those responsible for actually implementing change. Both the Change Curve and the Five Stages of Grief are mostly the same:

Denial: Occurs when employees resist admitting that change needs to happen and necessitate intense communication and a slow transition into change

Anger: Occurs when people grow fearful and resentful of change, and requires acceptance of this outrage, additional dialogue, and support

Bargaining: Occurs when employees attempt to change the intended changes and requires listening to this feedback while remaining on firm on essential parts of the transformation

Depression: Occurs when employees slow productivity because of a sour or despaired mood toward change, and necessitates limiting friction in activities and implementing rewards for small successes

Acceptance: Occurs when change is fully implemented, and requires celebration of this recognition as well as continuing to instill the changes

8. The Satir Change Management Model

This model is similar to the Kübler-Ross model, but the progression through change (grief or emotional transition) are offered through a model of performance, which makes them considerably more useful for business purposes.

The model puts the focus on tracking process, which will effectually change performance over time. Instead of instigating the changes, the five stages are meant to be plotted or graphed over time:

Late Status Quo

This defines the starting point before the change. What is the current state of performance, technology, morale, etc.?

Resistance

Resistance occurs when employees react with negative emotions to change. What exactly are employees resistant to? What new elements are causing this resistance and why?

Chaos

This stage occurs at the lowest point of morale and motivation and the height of resistance to change.

Integration

Here, productivity takes a positive turn, and enthusiasm begins. As with all stages, tracking performance and success is vital.

New Status Quo

Finally, a new “normal” should be implemented. The change has become “normal,” and ideally, higher and better performance result.

9. Maurer 3 Levels of Resistance and Change Model 

Finally, we have the Maurer 3 Levels of Resistance and Change Model. This model was established by Rick Maurer and outlines the three levels of resistance that any organization will face when attempting to implement a severe change.

Maurer contents that up to two-thirds of significant changes will fail when organizations attempt to implement them. To understand why these common failures occur, Maurer poses that you must know what has caused resistance. He identifies three critical levels of resistance:

I don’t get it.

This resistance occurs when employees haven’t received enough information, disagree with the data, have a lack of exposure to critical information, or have confusion over what the data and information mean for them.

I don’t like it.

This is an emotional reaction to change that occurs when employees feel jilted, fearful, or upset that they’re being forced to alter their routines, habits, and/or job roles.

I don’t like you.

Finally, many employees take another emotional tack with resistance, putting the negativity on the people instigating the change as opposed to on the actual changes themselves.

10. CIOPages.com Change Management Model:

CIOPages.com offers a change management model which is free to use.  For more details, please check out the CIOPages.com Change Management Framework.

Which of the change management models have you used for your enterprise transformation? What were the challenges and results during the change process?