| Hierarchy has nothing to do with managing people. The local Alpha may not even be the boss of the office. Moreover, it’s likely that they aren’t, as bosses and subordinates are placed in their positions not based on the principle of “who has the silver back,” but rather on factors like competence, connections, kickbacks, geography, and so on. If, by chance, the Alpha is the boss, then things are really bad.The shepherd doesn’t need to argue with the sheep about whose forehead is stronger.
In an already formed team, the seeds of a herd mentality begin to sprout. A good manager will manage group dynamics rather than “preserve” the team. Very often (I’m not completely sure about this, as I base it on my own experience), the lack of work serves as a provocation for establishing a herd hierarchy. That is, people are hired, responsibilities are outlined, but each individual is engaged in work for no more than 10% of their working time. Now, if we cut out computer games, we will observe the formation of a community from the working group. Half (if not all) will end up sleeping with each other (out of boredom and because lunch breaks can stretch to three hours instead of one), and at the same time, out of boredom, a hierarchy will start to form. Suddenly, it will become important where each person’s desk is located, especially during a move or rearrangement. Mutual influences among people will begin, and you will start to fear firing a slacker, as they might trigger a wave of resignations, leading to unclear motivations for behavior that the manager cannot comprehend. It would be incorrect to determine who has a “whiter” back and to explicitly or implicitly support these games, while developing a stereotypical attitude towards each member of the team. Interestingly, if a new boss joins such a “stagnant” team, it is both difficult and initially unnecessary to fight against the established relationships. Instead, they should be leveraged for the company’s goals; however, one should avoid creating a new organizational structure based on the existing personalities. Both from the perspective of “command” and hierarchy, it doesn’t matter. Behavioral patterns stemming from herd hierarchy are never applied by managers in European culture because they simply did not witness such patterns in their childhood when their character was being formed. People have long stopped living in communities and herds, and a young child has no source to draw examples of proper leader behavior from. They can only speculate about it by looking… at dad. Текст для перевода: .. |