So initially when we were all just babies doodling around we knew no rules. Our experience of this world was direct, what we saw – was what was – our senses created our reality. Anything that happened outside of these senses did not exist. Then we got older. Our sense of self and others develop. We realise that there are these things called rules (or yes and no). Rules are formed through our experiences, and these experiences have value depending on who or what happened. Okay, speed up to the present why is this important to understanding rules? Well firstly rules both formal (like laws) and informal (like social conduct) are internalised through our experiences. Secondly, we value certain rules more than others, i.e. social conduct stemming from our culture or religious background have stronger values (we like them best) than general societal rules of conduct. Thirdly we understand rules in context. Like when we were children “NO” was subjective, “NO” in the supermarket, was different from “NO” at home. And we tested the context of the rules frequently to see if there are any exclusions. Finally, the rules from one parent carried more weight than the others. Why well he who has the biggest stick wins. We follow rules on the basis of the agents that enforce them, “Dad was stricter and he punished heavier but not that often”. “Mom was quick to punish, but it wasn’t as bad as when dad would punish us” – or vice versa. The parent [agent] with the greater power to enforce the rule; who was willing to carry out punishment, was listened to more easily. Although both parents carry the same authority – we do not experience the power relations the same. The rules or code of conduct at our workplace are supported in the same manner. And this is where most companies go wrong. So you made some rules, you established a baseline of conduct. Great. But you soon find that people are not following your rules. They’re breaking them with great ease. So what do the great question is WHY? Each environment [our sphere of action] will be different, obviously. So what do you need to look at? Well, let’s have a look at the bricks that have built your proverbial wall. What are the origins of the rules? All rules stem from our background, our culture, our social world. Our basic framework of existence. So why is this important to note - well your rules initially seem valid in your world, but may seem extremely abstract to others. A case of lost in translation. An easy image of this could be gender dynamics and understanding of gender norms and expectations. The origins of gender differences and roles are ingrained in our culture, religion, and upbringing. Quality above Quantity. As children, we struggle to follow the many variations of rules to encompass the same principle. The reason was that as a child we struggle to define and understand abstract concepts. As adults this has not changed much – well our brains have matured to include abstract thinking. In a corporate environment, it would make more sense to choose strong core values (the general moral values are a good place to start). We understand the core principles quicker than a list of odd rules. Are you playing the joker or the ace of spades? As an authority figure in a company, you need to set clear boundaries. I am not saying don’t befriend them, or be the bad guy with the naughty stick. Understand the rules need to be applied equally, they should experience equal support. Do not apply the rules like a game of hop-scotch – pick-one-skip-one. Your staff need to know that you can enforce the rules and that these rules will apply equally to everyone. No favouritism. As an authority figure, you will have to follow the same rules, you are NOT excluded from the rules – just because you’re the boss. That’s classist and borderline separatist. Now, what is our solution? By understanding how you set the rules, and how you enforce them. Will allow you to align them with your current structure. SO here’s what we do - we observe the current rules, we discuss the rules, we elect new rules, and we incorporate the new rules. Before you roll your eyes, and throw the proverbial axe at me. Listen. The best way to establish a conducive environment is to ensure everyone is involved. If everyone helped the red little hen to bake her bread everyone would have been included in the enjoy thereof. The idea is to establish a polycentric governance in your company (see the previous blog post on polycentric governance). By making everyone inclusive in decision making and rules setting, EVERYONE has social stock in following the rules. Create a social culture that wants to follow the rules. Remember just because you have a big stick does not mean people will follow your orders. Instead, they’ll walk away. #CorpusCrimenConsultancy
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February 2018
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