When it comes to workgroups there's nothing better than everyone contributing their best and the organization running like a well-oiled machine.
When everyone plays by the rules of the game and there's tolerance for differences across the organization on a day-to-day basis, you've reached social cohesion; which is another way to say, "We all get along.
" If that doesn't sound much like where you work, try making a few changes.
First, define the rules.
What is and is not tolerated in your organization?What are the expectations that the company has for each individual?Be mindful--and specific--in your list and mission statements.
Make the rules of engagement clear for current employees as well as prospective staff.
For instance, I like to advise people that building a competency in conflict resolution should be part of everyone's review process and begins in the interview stage.
If you're serious about people getting along, teach them how, and then hold them accountable for their behavior.
As a leader in the organization, do more of what works rather than always focusing on what you think is broken.
Create cross-organizational teams to foster interaction beyond departmental lines.
Encourage non-work discussions as a way for employees to get to know each other better.
Highlight employee commonalities and celebrate individuality.
Show an appreciation for the various individual skills and abilities as well as for the different approaches seen throughout the organization.
Help staff understand that the meek can learn from the assertive and the assertive can learn from the meek.
There's value in each approach.
Holding people accountable for resolving issues, creating positive ways for employees to interact, and doing more of what works creates social cohesion and builds strong teams.
When everyone plays by the rules of the game and there's tolerance for differences across the organization on a day-to-day basis, you've reached social cohesion; which is another way to say, "We all get along.
" If that doesn't sound much like where you work, try making a few changes.
First, define the rules.
What is and is not tolerated in your organization?What are the expectations that the company has for each individual?Be mindful--and specific--in your list and mission statements.
Make the rules of engagement clear for current employees as well as prospective staff.
For instance, I like to advise people that building a competency in conflict resolution should be part of everyone's review process and begins in the interview stage.
If you're serious about people getting along, teach them how, and then hold them accountable for their behavior.
As a leader in the organization, do more of what works rather than always focusing on what you think is broken.
Create cross-organizational teams to foster interaction beyond departmental lines.
Encourage non-work discussions as a way for employees to get to know each other better.
Highlight employee commonalities and celebrate individuality.
Show an appreciation for the various individual skills and abilities as well as for the different approaches seen throughout the organization.
Help staff understand that the meek can learn from the assertive and the assertive can learn from the meek.
There's value in each approach.
Holding people accountable for resolving issues, creating positive ways for employees to interact, and doing more of what works creates social cohesion and builds strong teams.
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