Schlagwort-Archive: Activities

Using MONO/POLY

With more and more precise watches, we seem to get closer to the phenomenon of time since the sundials of the Egyptians. However, our everyday experience creates the expectation that time is running constantly – at least as long as we don’t climb a mountain or leave Earth with a spaceship. And in addition, our perception also beats us so much. If a lot happens, then we get into the flow and the diverting span from the last look at the watch to the next passes without noticeable duration. On the other hand, if nothing happens, you develop the boring feeling that time stands still. The dynamization of time can be perceived in moving pictures, the film – 24 frames per second provide a smooth flow. Movies are also captured with special cameras that deliver 360 to 25 million frames per second, which allows the stretching of time (slow motion) by playing the movie at normal speed of 24 frames per second. In addition, two basic time cultures have evolved – mono vs. poly.

To understand the differences between Mono and Poly, we’ll look at the following areas.

Areas Monochronic Polychronic
Activities Monochron is determined by a line of events that take place one after the other – one section at a time.
Activities follow a schedule.
Private and business are stubbornly separated.
Appointments are considered as one point in time.
Breaks and personal time are stubbornly adhered.		 Polychronic can be seen at parallel events taking place in one time frame – many things happen simultaneously.

Activities are harmonized through personal relationships.

Private & business are always interwoven.

Appointments are regarded as a vague range.
Breaks and personal time are adapted to the circumstances at any time.
Relationships Personal relationships are subordinate to schedules. The current schedule is subordinate to the personal relationships.
Structure Time is considered fixed and stable, clearly distinguished sections are considered separately and time flows linearly. Time is seen as fluid and variable, sections are overlapping and running again and again.
Norms Monochronic guidelines insist on appointment arrangements, speed and punctuality. Polychronic rules allow vague appointments, sedateness and unpunctuality.
Regions Monochronic societies are found in:

·    Central and Northern Europe

·    Japan

·    North America (USA, Canada)

 Polychronic societies are found in:

·    Southern Europe (Mediterranean)

·    Middle East

·    South America

Tensions arise when these opposing time feelings meet and have to work together. The completely different expectations cause stress in the other people. Since the individual parties cannot simply switch over, at least those involved should be aware that the conflicts that arise are not malicious, but different, valid approaches.

Bottom line: Mono- and polychronic sense of time determines the rhythm of everyday business life. The resulting incompatibility of time cultures influences activities, relationships, structures and norms in the different regions of the world. The conflicts arise, when appointments are seen as binding or not, or time dominates relationships or vice versa, or when fixed times meet fluid times, or when punctuality meets unpunctuality, if there is a meeting at all. These resulting difficulties are the outcome of the respective education and not an expression of lack of respect. Since one group cannot imagine that the other is ticking differently, it is important to be aware of these differences and to react tolerantly. In the end, the two concepts of time complement each other and can be used to the advantage of the company in certain situations.

Leadership nightmare

If it is sometimes not going in the direction that you desire as a boss, in the first place the others are responsible. We assume that the ideas of the superiors are thoughtful, and meaningful in a consistent and beneficial way. The feedbacks of the colleagues create the impression that it is the right way. For any reason, however, the employees do not move in the desired direction. Actually, a nightmare for the boss.

overlap

The nightmare begins not immediately, since one explains oneself the missing momentum with lack of commitment. At a closer look you find three aspects that contribute crucially, that the forces of all unite into a common direction.

  • Expectations
    The expectations of the executives determine, above all, how strongly they are satisfied with the outcomes. Depending on character, they have negative fears or positive hopes. The expectations include the actions that should be done, the results that you eventually hold in your hands, or the consequences that result in the following. The management of expectations is difficult, since rarely, if at all, only a few people take care of documenting them comprehensibly for everybody.
  • Strategy
    The long-term initiatives describe the direction of the enterprise. The individual aspects create the crash barriers for all employees, partners and even the customers. Here you find the vision that offers a conclusive snapshot of the future. It is supported by the mission that supplies the Raison d’être. During the management of everyday tasks the critical success factors, the weighted value disciplines as well as the descriptions of the strengths, the weaknesses, the opportunities and the risks help. The long-term direction needs clear messages, so that the enterprise builds upon it. The easily understandable and well documented strategy is the steering wheel that gives the enterprise the direction.
  • Activities
    The many actions that are accomplished on all enterprise levels can only be collected and listed with very, very much effort. In larger companies, they understood that this collection is not economical. The efforts of all appear in the common results. It is only important to find the right level of detail for the description of the positions and processes.

A crucial executive task is the controlling and coordination of the interests of all involved people.

It becomes a nightmare, if the three aspects mentioned do not overlap. This minus scenario means that the leadership team formulates their strategy outside of their expectations and nobody accomplishes the expectations or the future picture. The employees make something that does not go into the desired direction. The good news is that the staff orientates themselves on each other and moves them jointly in a common direction. In this case you can forego the leaders, since their contribution does not impact at all.

The plus scenario provides in any case a way out by taking consciously care of the three aspects.

  • This starts with the attitude. Should the employees only do, what they are told? Hopefully not, since otherwise the enterprise moves into a dead end. The creative ideas of the staff are what improve the enterprise. The minimum requirement is that they act into the general direction, however with enough free space for the new things.
  • The same is valid for the expectations of the executive team. A broad positioning increases the opportunities of the company. On the one hand that comes from the different functions of work (e.g. development, production, sales). On the other hand there are the personal interests and the ambitions of the protagonists.
  • The strategy should reflect as clearly as possible the results of the alignment of all involved people.

Bottom line: The executive nightmare that results from missing adjustment can be avoided. Clearly formulated expectations make the conceptions transparent. The sophisticated plan determines the general direction. The employees develop the actual implementation of the plans and realize the new operational sequences, the flat structures and a fruitful culture.