ORGANIZACIJSKA ENERGIJA Vodenje za dvig organizacijske energije LETNIK 3, ŠT. 3 / DECEMBER 2020 ISSN 2738-4985 Nova energija za kovidskega cloveka VERJEMI V SVOJ GLAS Custveno-inteligentna komunikacija skozi prizmo osebne energije Vodenje - kako gospodariti z energijo ljudmi v kriznih situacijah? Povezanost med gradniki organizacijske energije in avtopoieticnimi lastnostmi ZA DOSEGANJEPOZITIVNIHSPREMEMBpri posamezniku, organizaciji indružbiwww.coaching-zdruzenje.si Uvodnik Energija zaposlenih - glavni konkurencni dejavnik! Že dolgo razmišljam o vzrokih uspeha oz. na drugi strani neuspeha. Je to nacin razmišljanja, je to odvisno od percepcije oz. našega doživljanja sveta okrog nas, je to odvisno od izbire naših aktivnosti… Ce razmišljam o aktivnostih, mi pade na um Paretovo nacelo distribucije 80/20, ki pravi med drugimi tudi to, da 20 odstotkov strank prinaša podjetju 80 odstotkov prihodkov. Morda se vsega res ne da distribuirati po nacelu 80/20, nekatere stvari lahko distribuiramo 90/10 ali pa celo 99/1. Pomembno je vedenje, da vzrok in posledica praviloma nikoli nista v razmerju 50/50. Je možno to nacelo uporabiti tudi na podrocju organizacijske energije? Je možno, da 100 odstotkov uspešnosti organizacije prihaja iz le enega vira: energije zaposlenih? Vedno sem si želela vedeti, kako in zakaj se dolocene stvari preprosto zgodijo in druge ne. Ne vem odgovora. Vem pa, da se takrat, ko imajo ljudje veliko energije, ko samozavest in veselje do izzivov prihodnosti žubori v potockih, dogaja veliko in tudi zgodi vec dobrih stvari. Kadar pa v prostoru zacutim žalost, zaskrbljenost, strah ljudi pred prihodnostjo, torej nekakovostne energije… vse skupaj otrpne… ne dogaja se prav veliko in še tisto kar se, bi bilo bolje, da se ne bi. Leto 2020 je posebno. Ucimo se sobivati z mikro virusom, ki je pahnil svet iz tecajev. Kadar se ucimo, se vselej tudi spreminjamo. Spremembe so bolece, za nekatere celo usodne. Iz stališca organizacijske energije pa je pomembno, kam ljudje vlagajo svojo energijo? Ali v boj za ohranjanje starega ali v boj za ustvarjanje necesa novega, na kar nas opozarjajo že stari modreci s Sokratom na celu. Dobri gospodarji organizacijske energije vedo, da se je boriti s preteklostjo Sizifovo delo, v boju za nekaj novega pa imamo vsaj možnost uspeha. Zacnemo lahko s preprostimi vprašanji kot so: Katere aktivnosti zaposlene spravljajo v dobro pocutje in jim dajejo energijo? Katere aktivnosti povzrocajo slabo pocutje in znižujejo raven energije zaposlenih? Pa nikar ne mislite, da bodo odgovori preprosti kot recimo: “Ljudi spravlja v dobro voljo povišanje place, novo parkirno mesto, pogostejša komunikacija…” Morda res, toda za koliko casa? Naj ponazorim z osebnim primerom: Mislim, da je tek precej zahtevna aktivnost in ceravno precej redno tecem, v teku vselej ne uživam, iskreno vcasih pridejo trenutki, ko se komajda pripravim do tega, da zacnem. Toda po teku se pocutim zelo dobro, daje mi veliko energije, ki jo uspem zadržati dlje casa, zato to pocnem. Gre torej za to, kako rezultat aktivnosti vpliva na naše pocutje in ne sama aktivnost. V publikaciji Vodenje za dvig organizacijske energije 2020 se letos osredotocamo na iskanje odgovorov, kako gospodariti z energijo zaposlenih v kriznih situacijah katere aktivnosti so energijsko ucinkovite in katere ne, odkrivamo povezavo med gradniki organizacijske energije ter lastnostmi avtopoieticne osebnosti (samozavedanje, vest, neodvisna volja, ustvarjalna domišljija), opozarjamo na nove dejavnike motivacije in izpostavjamo osebno zgodbo energijskega preboja. Naj uvodoma potešim tudi vašo radovednost o slovenski energijski beri leta 2020! Enotni indeks organizacijske energije znaša 2,37 (leta 2019 je znašal 2,94, leta 2018 pa 2,52). Glede na posebnosti leta 2020 za mnoge v naprej pricakovan upad, s katerim pa se seveda ne bomo sprijaznili. K temu nas opogumlja nekaj organizacij, ki so prav v tem letu povišale svoj indeks organizacijske energije, torej se DA! Energija je gibanje, je tok, ki nikoli zares ne izgine, zato pa je toliko bolj obcutljiva na spreminjnje smeri in moci. Pomembno je, da jo znamo ozavestiti in prepoznati ter se lotiti dela - pravih akcij, ki prinašajo energijo na dolgi rok. Danijela Brecko vodja projekta Organizacijska energija in izvršna direktorica pri Sofosu Kolofon Vodenje za dvig organizacijske energije letnik 3, št. 3 / december 2020 ISSN 2738-4985 Izdajatelj Sofos, inštitut za upravljanje znanja in razvoj talentov Naslov uredništva SOFOS Inštitut za upravljanje znanja in razvoj talentov Cesta na Brdo 139, 1000 Ljubljana Telefon in faks: 01/2568434 Mobilni telefon: 041 798 655 e-pošta: info@sofos.si Spletna stran: www.sofos.si So-ustvarjalci dr. Danijela Brecko mag. Mari Božic dr. Heike Bruch Meta Grošelj dr. Dan Podjed Idejna zasnova in oblikovanje Jana Janko Škrbec, www.pikanaj.si Narocilo publikacije Svoj izvod publikacije lahko narocite na naslovu uredništva oz. po e-pošti info@sofos.si. Poslanstvo projekta Organizacijska energija je dvig organizacijske energije za vecjo strast in kakovostno rast. S sodelovanjem v projektu krepite ugled odgovornega delodajalca, ki gre v korak s c.asom in spodbuja uporabo sodobnih HRM orodij za sprošc.anje in aktiviranje c.loveških zmogljivosti in talentov. Projekt Organizacijska energija je delo vec.letnega razvojnega partnerstva, ki ga sestavlja 16 organizacij. Vec na www.organizacijska-energija.si Vodenje za dvig organizacijske energije Nova energija za kovidskega clovekaVERJEMI V SVOJ GLASCustveno-inteligentna komunikacija skozi prizmo osebne energijeVodenje - kako gospodariti z energijo ljudmi v kriznih situacijah? Povezanost med gradniki organizacijske energije in avtopoieticnimi lastnostmiORGANIZACIJSKAENERGIJALETNIK 3, ŠT. 3 / DECEMBER 2020 Vsebina Vsebina Uvodnik3 6 Vodenje - kako gospodariti z energijo ljudi v kriznih situacijah? 14 Povezanost med gradniki organizacijske energije in avtopoieticnimi lastnostmi 33 Nova energija za kovidskega cloveka 35 Verjemi v svoj glas 39 Custveno-inteligentna komunikacija skozi prizmo osebne energije VODENJE - KAKO GOSPODARITI Z ENERGIJO LJUDI V KRIZNIH SITUACIJAH? Soocene s pritiski vseh vrst, organizacije pogosto prevzamejo vec, kot zmorejo: povecajo število in hitrost svojih dejavnosti, dvignejo cilje glede uspešnosti, skrajšajo inovacijske cikle in uvedejo nove tehnologije upravljanja ali organizacijske sisteme. Nekaj casa jim to briljantno uspeva, toda prepogosto skuša vodstvo ta besni tempo narediti za normalen. Kar se je zacelo kot izjemen izbruh dosežkov, lahko postane kronicna preobremenitev z velikimi posledicami. Ne samo, da prehud tempo iznici motivacijo zaposlenih, tudi fokus organizacije je razpršen v razlicne smeri, kar lahko kupce zmede in ogrozi blagovno znamko. POVEZANOST MED GRADNIKI ORGANIZACIJSKE ENERGIJE IN AVTOPOIETICNIMI LASTNOSTMI Organizacije za svoje delovanje, procese ustvarjanja, uresnicevanje ciljev in sodelovanje na vseh ravneh potrebujejo energijo zaposlenih. Razkrivamo povezave med vrstami organizacijske energije (produktivna energija, energija udobja, energija malodušja in energija razjedanja) in lastnostmi avtopoieticne osebnosti (samozavedanje, vest, neodvisna volja, ustvarjalna domišljija). Ali višje vrednosti avtopoieticnih lastnosti odsevajo tudi višje vrednosti kakovostnih energij v organizaciji? 6 14 VERJEMI V SVOJ GLAS - PRINAŠAŠ SVOJO UNIKATNO, KREATIVNO, INOVATIVNO IN (NE)POPOLNO OSEBNOST NA DELO VSAK DAN? Sindrom vsiljivca je ena najpogostejših oblik treme v poslovnem svetu in pogosto ravno ta oblika treme stoji na poti mnogim sposobnim, ambicioznim, kreativnim in energije polnim ljudem. Kot nek demon našega notranjega sveta nam onemogoca, da bi uživali v lastni ustvarjalnosti, in zavira produktivnost tako, da nas bodisi sili v perfekcionizem bodisi v odlašanje ... NOVA ENERGIJA ZA KOVIDSKEGA CLOVEKA Virus SARS-Cov-2 je vplivnežem odšcipnil prostor in nam odžrl cas, hkrati pa je ponudil priložnost, da se ustavimo in premislimo, kaj pravzaprav potrebujemo in cesa si želimo. So jutranji zastoji in vsakdanje dirke na delo res ideal, h kateremu naj si prizadevamo v prihodnosti? Ali si lahko izmislimo nove nacine premikanja in produkcije, ki bodo bolj ukrojeni po meri ljudi in drugih bitij, s katerimi sobivamo na tem planetu? 33 35 Vodenje - kako gospodariti z energijo ljudmi v kriznih situacijah? Vodenje - kako gospodariti z energijo ljudi v kriznih situacijah? dr. Heike Bruch Še nikoli prej vodstvo ni bilo tako odlocilno za konkurencnost organizacij kot danes. Covid-19 spreminja poslovna okolja in naša življenja. Ne vemo še, ali je to nova ali zacasna normalnost? V vsakem primeru morajo podjetja sprostiti cloveško energijo, da bodo delovala bolj inovativno in predvsem prožnejše. Kljucne naloge vodij, ki pomagajo motivirati novega ti. kovidskega cloveka in ohraniti konkurencnost poslovanja so: yymobilizacija energije, tj. sprostitev celotnega potenciala ekip yyobvladovanje pasti pospeševanja poslovanja, torej preprecevanje pregrevanja ali izcrpanosti ekip yyvzpostavitev agilne kulture, tj. vzpostavljanje ozracja zaupanja, sodelovanja in prilagodljivosti. Za vodenje v zelo zahtevnem okolju pa tudi sami voditelji potrebujejo veliko energije in osredotocenosti. Za namen osvetlitve tematike vam ponujamo v branje clanek: The Acceleration Trap, ki je bil objavljen v Harward Business Review in ga v skladu s spoštovanjem avtorskih pravic objavljamo v orginalu. Povezava do originalnega clanka: https://hbr.org/2010/04/the- acceleration-trap www.hbr.org The Acceleration Trap by Heike Bruch and Jochen I. Menges Included with this full-text Harvard Business Review article: Idea in Brief—the core idea 1 Article Summary 2 The Acceleration TrapIt’s not just individuals who burn out—companies do, too. Reprint R1004G The Acceleration Trap page 1 Idea in Brief COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. If you demand that employees give you the same level of accelerated effort every day, month after month, their energy will fail and the company’s performance will suffer. Break free from the acceleration trap. Once you’ve clarified your business strategy, declare an end to the current high-energy phase and have employees abandon less- important tasks. Avoid the trap in the future. Institute a se- ries of stop-the-action initiatives, limit the company’s goals, and require that project management systems put the kibosh on mediocre ideas. Change the company’s accelerated cul- ture. Focus on just one thing for a specified period, institute time-outs that give em- ployees “a breather,” and mandate periods of calm between crises. The Acceleration Trap by Heike Bruch and Jochen I. Menges harvard business review • april 2010page 2 COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. It’s not just individuals who burn out—companies do, too. Faced with intense market pressures, corpora- tions often take on more than they can handle: They increase the number and speed of theiractivities, raise performance goals, shorten in- novation cycles, and introduce new manage- ment technologies or organizational systems. For a while, they succeed brilliantly, but toooften the CEO tries to make this furious pacethe new normal. What began as an excep- tional burst of achievement becomes chronicoverloading, with dire consequences. Not onlydoes the frenetic pace sap employee motiva- tion, but the company’s focus is scattered invarious directions, which can confuse custom- ers and threaten the brand. Realizing something is amiss, leaders fre- quently try to fight the symptoms instead ofthe cause. Interpreting employees’ lack of mo- tivation as laziness or unjustified protest, forexample, they increase the pressure, only mak- ing matters worse. Exhaustion and resignationbegin to blanket the company, and the bestemployees defect. We call this phenomenon the accelerationtrap. It harms the company on many levels— over-accelerated firms fare worse than theirpeers on performance, efficiency, employeeproductivity, and retention, among other mea- sures, our research shows. The problem is per- vasive, especially in the current environmentof 24/7 accessibility and cost cutting. Half of 92companies we investigated in 2009 were af- fected by the trap in one way or another—andmost were unaware of the fact. That’s the bad news. The good news is, it’spossible to escape the acceleration trap. Com- panies can sustain high performance over thelong term without overtaxing their employeesor confusing their customers. In this article, we’ll show leaders how to recognize the accel- eration problem, start to move their compa- nies in a different direction, and make culturalchanges that will prevent future entrapment. Being Trapped We have studied more than 600 companies overthe past nine years as we tried to understand ac- celeration. Our data provide a sobering look at The Acceleration Trap harvard business review • april 2010page 3 conditions inside a company that is acceleratingtoo much. At companies we define as fullytrapped, 60% of surveyed employees agreed orstrongly agreed that they lacked sufficient re- sources to get their work done; compare thatwith 2% at companies that weren’t trapped. Thefindings were similar for the statements “I workunder constantly elevated time pressure” (80% versus 4%) and “My company’s priorities fre- quently change” (75% versus 1%). Most respon- dents at fully trapped companies disagreed orstrongly disagreed that they saw a light at theend of the tunnel of intense working periods(83% versus 3% in nontrapped companies) andthat they regularly got a chance to regenerate(86% versus 6%). Most of the companies in our study landed inthe trap after an exhilarating ride. A good exam- ple is the European conglomerate ABB. Founded in 1987 in a merger between the Swed- ish Asea Group and the Swiss Brown BoveriGroup, ABB grew rapidly, buying 55 companiesin its first two years. After eight years of stronggrowth, the company began to show signs of ex- cessive acceleration. Acquisitions were nolonger well integrated; different parts of thecompany were competing for the same custom- ers. One annoyed customer, with seven businesscards already on his desk from ABB salespeople, suggested sarcastically to the eighth rep thatnext time, they all get on a bus and visit him to- gether. As we’ll describe later, ABB’s situationdidn’t improve until a new CEO, Jürgen Dor- mann, extricated the company from the acceler- ation trap. The Habit of Constant Change Over-accelerated companies exhibit at leastone of three patterns of destructive activity. The first is, simply, that employees are over- loaded with too many activities. They don’thave the time or the resources required to dotheir jobs. Some 35% of firms in our sampleoverloaded their employees. BombardierTransportation, the Berlin-based global mar- ket leader for rail transportation technology, isone example. It had experienced success andenormous growth, but in the past few years, itwas operating in a continual state of overload. To keep up with competitive pressures, it tookmeasures to optimize efficiency and enlargecapacity. But as the value of its contracts morethan doubled, its number of engineers grewonly slightly. The company has since ad- dressed the overload problem, but at the time, employee burnout was a serious threat. The second pattern is what we call multiload- ing: Companies ask employees to do too manykinds of activities. This leaves employees and thecompany as a whole unfocused, and activitiesare misaligned. Some 35% of firms in our samplesuffered from multiloading. ABB was both anoverloader and a multiloader, giving employeestoo much to do and saddling them with restruc- turing plans that called for too many differenttypes of actions. As a result, most of ABB’s fieldmanagers were working without focus andachieving little effective change. Finally, companies get into the habit of con- stant change, or perpetual loading. This pat- tern deprives workers of any hope of retreatfor recharging their energy. To compensate, they hold back their efforts whenever they can, even if doing so hampers the company. Some30% of firms in our sample were affected byperpetual loading. These companies, whichpersistently operate close to capacity limits, tend to be the hardest on employees. Justabout anyone can tolerate overloading or mul- tiloading for a while, especially if there’s anend in sight, but when leaders neglect to call ahalt to periods of furious activity, employeesfeel imprisoned by the debilitating frenzy. At Lufthansa, for example, employees experi- enced a decade of relentless change and costcutting measures. In 2004, Holger Hätty, then amember of the executive board of LufthansaPassenger Transportation, told us that employ- ees were worn down by being told over andover again to economize. “Our people respondby asking, ‘When is the economizing going tocome to an end?’ They are exhausted, and everytime they slow down to catch their breath, therewe are at their heels, telling them: ‘Econo- mize!’” Lufthansa successfully extricated itselffrom the trap, as we describe below. How to Break Free If your company is caught in the accelerationtrap, you have several ways to break free: Haltless-important work, be clear about strategy, cre- ate a system for winnowing projects, and declarean end to the current high-energy phase. Stop the action. Instead of asking employ- ees to suggest new initiatives to improve thecompany, why not turn the question around? Ask employees for ideas about what to termi- nate. Employees often respond with a slew of Heike Bruch (heike.bruch@unisg.ch) is a professor of leadership at the University of St. Gallen in Switzerland. She is a coauthor of Fully Charged, forthcoming in December 2010 from Harvard Business Press. Jochen I. Menges (j.menges@jbs.cam.ac.uk) is a lecturer in human resources and organizations at the University of Cambridge’s Judge Business School. The Acceleration Trap harvard business review • april 2010page 4 good suggestions. At one company we studied, they came up with some 540 ideas, three timesthe annual number of new-project ideas theyhad been suggesting. The company ended uphalting 40% of its projects. Regularly ask your- self, your managers, and the whole company: “Which of our current activities would westart now if they weren’t already under way?” Then eliminate all the others. Be clear about strategy. Asking “What shouldwe stop doing?” and then terminating nones- sential tasks requires CEO fortitude. Projectsthat need to be killed may have highly placedsponsors, so the CEO must be prepared to stepon some toes. Ultimately, the choice to keep orcut loose hinges on whether an activity di- rectly supports the company’s strategy—sothat strategy must be clearly understoodthroughout the entire firm. Decide how to make decisions. Not everyproject that supports the company’s strategy isof major importance. So companies need a sys- tematic way to make hard choices. When theOtto Group, a leading international tradingand services corporation with 53,000 employ- ees, restructured, managers found themselvesburdened with 20% to 30% more work. So in2007, the company initiated a stop-actionreview. Each executive was asked to select asingle project that he or she wanted to com- plete by all means. But that still left too manyin play, according to Thomas Grünes, thenhead of central services, so the list was thenhalved based on each project’s required invest- ment, value-to-cost ratio, and, in certain cases, symbolic value for employees. For example, the final list included a redesign of receptionareas and staff restaurants, which increasedpride and performance “and thus was a veryimportant initiative, although the economicvalue was not obvious,” Grünes says. To guardagainst bloat, the company has made that pro- cess an annual activity. Declare the turmoil over. If the accelerationtrap consists not of a plethora of projects butof ceaseless turmoil, the CEO can extricate thecompany by calling an end to the currentround of changes. After taking the helm atABB, Jürgen Dormann instituted a number ofemergency measures to relieve employeesfrom change and frenetic activity. In one of hisweekly messages to employees, he declaredthat the reorganization crisis was officiallyover. “What we see today is more than justlight at the end of the tunnel,” he stated. “Thisis the end of the tunnel.” Employees felt proudand relieved. Lufthansa did something similar by easingits formerly relentless—and exhausting—focuson cost control. Although cost sensitivity re- mains important, Wolfgang Mayrhuber, whobecame CEO in 2003, allowed the firm to re- cover from the seemingly never-ending processof savings by shifting the focus toward more in- novation, a service culture, and diversification. He also further decentralized the companyand gave employees more freedom to work attheir own pace. Don’t Get Trapped Again Just as important as breaking free is prevent- ing future entrapment. To do that, executivescan institute stop-action initiatives, reduce thenumber of goals the company sets, and man- date that project-management systems care- fully filter out the mediocre ideas. Some com- panies ease the sting of project-killing bycreating a “burying” culture. Institute spring cleaning. A period devotedto a good sweeping gets managers into thehabit of culling initiatives. Of course, itneedn’t happen in the spring—or, indeed, on astrictly annual basis. Some companies estab- lish a schedule of housecleaning; others sim- ply decide that they will clean whenever tasksand activities seem overwhelming or beforestarting a new change process. Cap annual goals. Placing a cap on the num- ber of goals set each year is crucial to prevent- ing an explosion of activities. “Managers areno longer allowed to set 10 top-priority goals,” Hans Schulz declared when he was CEO of Crisis Management by Stopping the Action In the midst of the economic crisis in 2009, executives of Phoenix Contact, the German maker of industrial electrical and electronic technologies, sensed em- ployees were becoming overloaded. Re- ductions in workers’ hours had resulted in lower company capacity, so executive vice president and board member Gunther Olesch initiated a process to re- duce the workload across all units and levels. He asked managers to classify all cur- rent and future projects as A) necessary for the company as a whole, B) important but can be postponed for a while, or C) can be delayed for two years or cancelled. “At first, people said, ‘We have only A- tasks,’” Olesch explains, “and I answered, ‘Then classify your tasks as A1, A2, or A3.’ We have to cancel activities—otherwise we burn out and we will not come out of the crisis in fit shape.” The Acceleration Trap harvard business review • april 2010page 5 Balzers, a Liechtenstein-based industrial com- pany. Schulz permitted each to name justthree “must-win battles,” because he believesthat the point of goal setting isn’t to pile upprojects but “to give people an orientation andto focus their action, attention, and energy.” After this rule went into effect, significantlymore goals were achieved, Schulz says. To helpmake goal-reduction stick, a visible commit- ment from the CEO is necessary—especially incompanies used to following a management- by-objectives approach. Leaders must helpmanagers understand the purpose and valueof refocusing on just a few goals and assistthem in applying the new rules. Filter new projects. At too many firms, theCEO implicitly or explicitly encourages thepeople running project management systemsto get caught up in new-project euphoria andto be liberal with go-aheads. Instead, CEOsshould require that project management sys- tems be used as much to filter and prioritize asto manage projects. At the beginning of aproject cycle, project managers should ask: Dowe have the resources for this project? Whowill lead and own it? What other project willwe abandon to make room for this one? Introduce a “burying” culture. Terminat- ing a project can cause serious pain not only toits sponsors but also to the lower-level peoplewho have been toiling on it. In a company thatvalues commitment and reliability, managersand employees are likely to feel ashamed atbeing told to stop working on somethingthey’ve put their hearts and souls into. One so- lution is to foster a culture that encouragesmanagers or project heads to halt lesserprojects. We’ve seen, for instance, companieshold a metaphorical burial for a project so thateveryone involved in it could grieve and let go. During such a ceremony, managers shouldthank employees for their dedication and em- phasize the project’s good points. A buryingculture is particularly important for highly in- novative companies that start many projectsto see which will thrive. Changing a Culture of Acceleration Preventing the growth of new activities is onlyone aspect of avoiding the acceleration trap. Making changes in the company’s hurry-upculture is another crucial component. Focus on one thing only for a limited time. Companies can put on blinders for a specifiedtime period to pursue strategically importantprojects without distractions. Lidl, an interna- tional chain of discounters, called for a com- panywide new project ban between May andSeptember 2009 as it focused on opening 29supermarkets in Switzerland. “We wouldnever have been able to manage this enor- mous show of strength without this projectban,” Andreas Pohl, CEO of Lidl Switzerland, told us. Ideas for future projects were col- lected, but everyone understood that the listwould not be discussed before September. Institute time-outs. In 2004, after a periodof deep organizational change, Microsoft an- nounced it wouldn’t introduce any morechanges for a full year. The break “helped em- ployees recover from the immense efforts ofour restructuring,” says Ulrich Holtz, generalmanager for HR at Microsoft International. It’s a tactic we see too rarely. In our study of 92German companies, we found that in the 46caught in the acceleration trap, 86% of em- ployees complained that their firms didn’t pro- vide adequate time for reflection and regener- Does Your Company Have an Acceleration Culture? If you answer “yes” to more than five of the following questions, then chances are good that your company is caught in the acceleration trap. If you answer “yes” to more than eight, it’s extremely likely that you’re trapped. • Are activities started too quickly? • Is it hard to get the most important things done because too many other activities diffuse focus? • Is ending activities considered a sign of weakness? • Are projects carried out pro-forma because people fear ending them publicly? • Is there a tendency to continually drive the organization to the limits of its capacity? • Is it impossible for employees to see the light at the end of the tunnel? • Does the company value attendance at work and meetings more than goal achievement? • Does it value visibly hard effort over tangible results? • Are employees made to feel guilty if they leave work early? • Do employees talk a lot about how big their workload is? • Is busyness valued? • Are managers expected to act as role models by being involved in multiple projects? • Is “no” a taboo word, even for peo- ple who have already taken on too many projects? • Is there an expectation in the orga- nization that people must respond to e-mails within minutes? • Do countless people routinely get copied on e-mails because employ- ees are trying to protect them- selves? • In their free time, do employees keep their cell phones or messaging devices on because they feel they al- ways need to be reachable? The Acceleration Trap harvard business review • april 2010page 6 ation after stressful phases. Perhaps that’sbecause leaders tend to view time-outs—ofany length—as disruptions. We disagree. Time-outs are periods that allow for creativityand exploration. They prepare workers men- tally and emotionally for the next phase ofhigh performance, thereby increasing thecompany’s productivity. Specify the length ofplanned time-outs. For example, declare a six- month moratorium on new initiatives or ayearlong respite from organizational change. Slow down to speed up. If time-outs repre- sent too radical a change, companies can sys- tematically insert periods of calm, regenera- tion, and incremental change amid high- energy phases. Deliberately alternating epi- sodes of high energy and regeneration hashelped Switzerland-based Sonova Group, theworld market leader in hearing aids, achieveextraordinary innovation and a growth rate in2008–2009 of about 8%, which was substan- tially higher than its competitors’. Ever since2002, the company has committed to launch- ing two product generations per year. The en- tire company goes into overdrive to make surethese events, in April and November, go offwithout a hitch, but after each successfullaunch there is a lull in activity, allowing theteams to recharge. Indulge in successes. Most companies donot celebrate ends. They think the completionof a project is a reward in itself. It isn’t. Achievements and outstanding effort deserveacknowledgment. Take a moment to reflectand feel proud of accomplishments. These mo- ments are rare, and too often leaders fail tosavor them but rather rush full-speed aheadinto the next tunnel. Model better behavior. Executives shouldserve as role models for effectively renewingenergy and commitment. Bill Gates used to re- treat to a cottage for a “think week” everyspring and fall, taking with him ideas submittedby Microsoft employees. Doing so allowed himto focus exclusively on a crucial business task— the selection of new directions in product de- velopment—and saved him from being con- stantly bombarded with new ideas. When he re- turned to day-to-day business he felt refreshed, even though he had worked intensely duringhis week away. Today, dozens of Microsoft’s bigthinkers follow that pattern, and the thinkweek has become a Microsoft institution. Use feedback systems. Feedback can helpchange a culture of acceleration. Serview, ahighly productive 30-person German IT con- sulting firm with 25% average annual growthover the past four years, asks employees towatch out for colleagues who may be workingtoo hard. Workers receive monthly feedbackfrom managers about (among other things) whether they are taking adequate measures torest and recharge. Workers also fill out amonthly self-assessment on the same issues. The feedback system caused a pronounced be- havioral change. Employees look for symp- toms of excessive labor and over-accelerationin themselves and their colleagues, and theystrive to develop solutions as problems arise. Ideally, a company is powered by what we callsustaining energy—a joyful urgency amongemployees that never burns out. Many CEOscatch glimpses of this ideal, especially in en- ergy-intense phases such as high-speed growthand innovation or in crisis situations, when theentire workforce is highly motivated toachieve critical goals. But if the leader getsgreedy, demanding the same level of urgencyevery day, the energy will fizzle and perfor- mance will sink, despite employees’ heroics. So here’s the best advice we can give CEOs: Don’t drive your company constantly to itslimits. Relentless acceleration leads to loss offocus, an uncontrolled flood of activities, orga- nizational fatigue, and burnout. Be aware ofthe exertion that underlies every burst of ef- fort, and work toward making sure the firm’senergy level is sustainable. This means beingvigilant, even when things are going smoothly, for signs that the company is slipping into theacceleration trap. Reprint R1004G To order, see the next pageor call 800-988-0886 or 617-783-7500or go to www.hbr.org A Pit-Stop Culture Hilti, the Liechtenstein-based build- ing-products maker, excels at slowing down to speed up. On a regular basis, teams attend two-day-long “team camps,” which collectively represent 30,000 work days and cost some $9.6 million annually. At one such camp, called Pit Stop, teams step back and reflect so that they can return to their regular jobs re-energized. The retreat includes a “personal pit stop,” in which individuals are encouraged to find ways to restore their energy. The executive committee and the board of directors take part in these camps, too. “We are the owners and guard- ians of the culture,” CEO Bo Risberg says. The company continued to invest in its camps despite a 20% revenue drop in 2009. “Particularly in a diffi- cult time, the values and the culture play an important role,” Eivind Slaaen, senior vice president for human resources, explains. Povezanost med gradniki organizacijske energije in avtopoieticnimi lastnostmi Povezanost med gradniki organizacijske energije in avtopoieticnimi lastnostmi mag. Mari Božic Organizacije za svoje delovanje, procese ustvarjanja, uresnicevanje ciljev in sodelovanje na vseh ravneh potrebujejo energijo zaposlenih. To potrjujejo številne raziskave. Moj raziskovalni duh pa me je vodil po poti iskanja povezav med vrstami organizacijske energije (produktivna energija, energija udobja, energija malodušja in energija razjedanja) in lastnostmi avtopoieticne osebnosti (samozavedanje, vest, neodvisna volja, ustvarjalna domišljija). To je prva tovrstna raziskava v globalnem merilu. Na konferenci Vodenje za dvig organizacijske energije bom odgovorila na vprašanje ali višje vrednosti autopoieticnih lastnosti odsevajo tudi višje vrednosti kakovostnih energij v organizaciji. Povezava med vplivom avtopoieticnih lastnosti ter kakovostjo organizacijske energije ponuja podjetjem, zlasti pa vodjem, poglobljen vpogled v razumevanje upravljanja z energijo zaposlenih. Za namen osvetlitve tematike vam ponujamo v branje clanek: The Interrelated Influence of Organizational Energy and Autopoietic Endowments of Works Council Members, ki je bil objavljen v Reviji za univerzalno odlicnost in ga v skladu s spoštovanjem avtorskih pravic objavljamo v orginalu. Povezava do originalnega clanka:https://www.fos-unm.si/media/ pdf/RUO/2020-9-2/RUO_186_Bozic_Gorenc.pdf/Clanek v PDFju/ Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. * Korespondencni avtor / Correspondence author 119 Prejeto: 21. maj 2020; revidirano: 22. maj 2020; sprejeto: 28. maj 2020. / Received: 21st May 2020; revised: 22nd May 2020; accepted: 28th May 2020. DOI: 10.37886/ruo.2020.007 The Interrelated Influence of Organizational Energy and Autopoietic Endowments of Works Council Members Mari Božic * Faculty of Organizational Studies, Ulica talcev 3, 8000 Novo mesto, Slovenia mari.bozic@gmail.com Annmarie Gorenc Zoran Faculty of Organizational Studies, Ulica talcev 3, 8000 Novo mesto, Slovenia a.zoran@fos-unm.si Abstract: Research Question (RQ): Research shows that organizations need employee energies to function, resulting in the processes of creation, the achievement of goals, and collaboration at all levels. In this research study, we are interested whether there exists an interrelated influence of Organizational Energy (Productive Energy, Comfortable Energy, Resigned Inertia, Corrosive Energy) and Autopoietic Endowments (Self-Awareness, Conscience, Independent Will, Creative Imagination) of employees. We selected Works Council members in Slovenian organizations as the target group for conducting the research study. Purpose: The purpose of the research was to examine the interrelated influence of organizational energy and autopoietic endowments of employees, assuming that a higher level of autopoietic endowments is reflected in a higher value of quality organizational energy. The purpose of this study was also to verify the research instrument. Method: We used a questionnaire as a measuring instrument to collect information for the pilot research. The questionnaires were based on two existing questionnaires and scholarly literature in our field of interest. Results: The research findings confirm the interrelatedness between Autopoietic Endowments and Organizational Energy of Works Council members. However, to check the influence of the independent variable on the dependent one, a larger sample would be needed. The results also revealed that the participants in the study had a higher value of quality- than low-quality energies, which indicates the participants constructive use of personal potentials. Organization: The existence of interrelated influences of Autopoietic Endowments and Organizational Energy is an important insight for organizations that contributes to the understanding of organizational energy management. Society: The conducted research represents a contribution to new findings in the field of implementation of workers’ participation in organizations in Slovenia. Originality: There is a dearth amount of research on the topics and the authors did not find research that intertwines organizational energy and the principles of autopoiesis in the context of workers’ participation, either in Slovenia or globally. Limitations / further research: The research was conducted in the form of a pilot study to verify the reliability of the questionnaire. The pilot study could be extended to a larger sample, but due to the separation of participants between the pilot and the main research, we decided to obtain a larger sample in the primary research. However, we tried to overcome the limitation by looking for a sample greater than 25, which is an acceptable number for conducting a pilot study to test the questionnaire. Keywords: organization, workers’ participation, works council, works council members, autopoietic endowments, organizational energy. * Korespondencni avtor / Correspondence author Prejeto: 21. maj 2020; revidirano: 22. maj 2020; sprejeto: 28. maj 2020. / Received: 21st May 2020; revised: 22nd May 2020; accepted: 28th May 2020. Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 120 1 Introduction Constant change in all areas of social life presents organizations with new challenges, which raise the question of how to handle employees to overcome everyday obstacles in the workplace successfully. In this context, Budd, Gollan, and Wilkinson (2010, p. 305) find that much of the literature on employee management highlights the importance of workers’ participation, especially in terms of contributing employees’ knowledge and skills to improving an organization's operations. Bulc (2006, p. 19) explains that business systems can be seen as a natural form of coexistence and development that has its dynamics of development, history, present, and future. Changes in business systems follow social and economic logic, and these systems primarily follow the sociological development of a person – at the individual level of liberation, self-awareness, and self-realization. In the light of the perception of an organization as a living organism, whose supporting factor of development is the vital energy of the individual, informal forms of cooperation are coming to light, which is approaching the natural forms of coexistence and development. Involving as many employees as possible in the development and formation of an organization may be achieved by management in a participatory way. In addition to managers at different levels, management can also be assisted by Works Council members, who should be informed individuals and be a role model to their colleagues with their own qualities and values. Management should understand Works Council members as ambassadors of change, who bring a new way of thinking to their work environments and thus influence employee relations, which are crucial for the realization of the organization's goals. Integrating workers’ participation in their daily routine thus involves promoting a positive attitude towards life, understanding their own strengths and limitations, and values such as respect, trust, openness, and diversity. Consequently, Works Council members should have specific characteristics and be able to invoke them to attract as many of their employees as possible into their circle. They will be more effective when they focus their energy on providing sense to work tasks to their colleagues, enthusiasm for goals, and promoting a pleasant atmosphere, all of which are vital for a productive work environment. The well-being of the individual as well as the well-being of the group is essential, namely because the well-being of all co-workers influences individuals to have a positive attitude, regardless of the type of task. Možina (2004, p. 4) explains that the guarantee for a group’s success is a pleasant atmosphere that facilitates relaxed activities and satisfaction with work and cooperation, thus achieving a source of motivation for further engaged work. The personality traits of individuals, and therefore of Works Council members, are important for their proactive functioning because these traits can help build relationships in an organization. If management, in cooperation with employee representatives, is able to provide the support it needs to run the organization; management will accept the Works Council Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 121 members as a partner in decision-making. On the other hand, to build good relationships, it is important to attract co-workers. Works Council members, as facilitators of information between co-workers and management, can increase the level of mutual trust and thus contribute to strengthening relationships. Finding opportunities to act proactively is everyone's job. Each Works Council members should, through the advancement of knowledge and acting on the principles and values in practice, ensure that their mission is to perform qualitatively and effectively in the direction of strengthening interpersonal relations of employees and relations with management. In this context, the research presented in this article measured the organizational energy of Works Council members and their autopoietic endowments and examined the interrelated influence of organizational energy and autopoietic endowments of Works Council members. The research was conducted in the form of a pilot research to verify the reliability of the questionnaire. The main research will aim to develop a model of the influence of autopoietic endowments of Works Council members on their organizational energy and relations with management. There is a dearth of research that intertwines organizational energy and principles of autopoiesis in the context of workers’ participation, either in Slovenia or globally. For this reason, this research represents a contribution to new findings in the field of implementation of workers’ participation in organizations. The findings of the research will be of practical use to Works Council members in representing the interests of workers in the organization, as enhancing these individuals' autopoietic endowments can contribute to their proactive approach to workers’ participation. Similarly, the findings of the research will be useful for all employees who have an important role and a responsibility to nominate and elect as their representatives those employees who have the necessary characteristics to work for the benefit of all employees and concurrently towards the successful operation of the organization. 2 Theoretical framework Vaupotic et al. (2015, p. 9) noted that in contemporary social science literature, the concept of workers’ participation emerges in different meanings. Today, in the field of business sciences, it is mostly used as a general designation for all forms of modern employee participation. These include, in particular, employee participation in management or employee co- management, employee participation in profit or other results, and broader internal ownership of employees. Franca (2009, pp. 46-47) explains that workers’ participation in a broad sense means the participation of workers in the form of specific bodies, such as the workers' council and the workers’ trustee, workers' representatives in the organization's governing bodies, and all modes and forms of cooperation, used by workers, regardless of their intensity or degree of Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 122 participation. Workers’ participation in the narrow sense refers only to the co-decision of workers. Brecko (2012) explains that organizations require the energy of their employees for their operations, which results from their processes of creation, the achievement of goals, and cooperation at all levels. This combined energy helps to shape the winning power and mindset of employees. Bukovec (2006) notes that the driver of all progress is closely linked to the human desire for a better, more enjoyable, comfortable, safer, happier, or more prosperous life. Hence, an individual develops specific criteria, approaches, ways, values, personal philosophy, or in other words, a paradigm, whether it is willful or inadvertent, knowing or unknowing. Individuals form their unique view of life and events that take place in one's environment, as well as a unique understanding of events, things, or concepts. In this way, an individual forms his or her own thought pattern or paradigm about success and quality of life. Covey (1998, p. 52; 2004, p. 42) recognizes free choice between response and stimulus, and in this freedom of choice, human self-awareness, imagination, conscience, and independent will are crucial. The author further emphasizes that developing all four of these human traits is essential to be proactive. None should be neglected because the essence lies in the synergy or relationship between them. He defines the free choice of response to stimulus relative to self-awareness, imagination, conscience, and independent will as a proactive model (Covey, 1998, p. 52). For proactive action of Works Council members, their personal characteristics are therefore necessary, because only with such action can they constructively represent the interests of the employees in the organization. Namely, if management in cooperation with employee representatives will be able to provide the support it needs to run the organization, it will accept the Works Council as a partner in decision-making. Finding opportunities for proactive action is the task of each individual. Through the advancement of knowledge and action based on principles and values in practice, each member of the Works Council should ensure that he or she carries out his or her mission in a quality-oriented and efficient manner towards strengthening interpersonal relations of employees and relations with management. Lauc (2000) notes that through biology, we are able to understand the forces of causality, and with philosophy, the forces of consequence. Thus, from both disciplines, we obtain a mental framework in which through psychology, technology, economics, and law, we control the laws of development of each organization. It is therefore necessary to make ourselves into strong personalities and learn to set goals autopoietically, based on Covey's (1998) four principles: (1) Through conscience, we connect the power of intention, the task, and the power of principles. (2) Through creative imagination, we imagine new possibilities and creative ways to realize them. Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 123 (3) Through self-awareness, we set goals on a realistic basis, taking into account new findings and experiences. (4) By independent will, we choose the purpose and the means for the realization of the imagined. Through these principles is how we transform feelings into thoughts, thoughts into words, and words into actions. By learning, we create ourselves, gain skills, and deepen our creative potential. It is also imperative to be aware of one’s emotions and motives. Emotions are happiness in their ideal, and motive is freedom. Everything cognitive is in between, which we need to be happy and satisfied. It is up to each individual to determine, through mastering the theory of motivation, knowledge, and the interaction of the autopoietic elements how one can work better and more efficiently, no matter what job one is doing. (pp. 9–18) Workers’ participation has been the subject of much debate, but in almost all cases, it has been analyzed in terms of the implementation of recognized labor rights by legal acts and the impact of workers' participation on organizational performance. In our research, we focused on Works Council members as individuals. Hence, we did not seek individual's talents, knowledge, and skills, but focused on the autopoietic endowments that we expose as an element or building block to create organizational energy of Works Council members. This is what is needed to achieve workers’ participation, just as organizations need the energy generated by employees in their processes of creating and achieving goals and interacting at all levels of an organization’s operations. Covey (1998, pp. 47–52) derives the fundamental principle of human nature from the fact that an individual is free to choose one’s response to stimulus. The author recognizes free choice between response and encouragement, and in this freedom of choice, the key human endowments are self-awareness, imagination, conscience, and independent will. The development of all four personality endowments is key to a person's proactivity or ability to act on principles and values. Brecko (2012, pp. 3–7) explains that organizational energy is a force released by an organization in achieving its goals, and its power shows how much and what kind of emotional, mental, and behavioral potential people have released in their work and achievement of organizational goals. Our basic thesis is that the organizational energy of an individual is influenced by his or her autopoietic endowments or more specifically, that there is a mutual influence between these two variables, which we wanted to explore further. In the pilot study, we, therefore, measured the autopoietic endowments and organizational energy of the Works Council members and, based on the results, examined the interrelated influence of the variables. Our overarching research question is: What is the interaction between autopoietic endowments and organizational energy of Works Council members? Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 124 . Hypothesis 1: There is a statistically significant correlation between autopoietic endowments and organizational energy of Works Council members. Brecko (2012, p. 3) notes that companies need energy of their employees for their operation, which results from their processes of creation, the achievement of goals, and mutual cooperation at all levels. Autopoietic endowments have been classified into four categories by Covey, Merrill, and Merrill (1997, pp. 56–58): self-awareness, conscience, independent will, and creative imagination. The authors further note that these qualities provide an individual with the most considerable freedom and power to decide, respond, or to change. Based on these arguments, we hypothesized that there is a statistically significant correlation between autopoietic endowments and organizational energy of Works Council members. . Hypothesis 2: Self-awareness of Works Council members has a statistically significant effect on their productive energy. Leary (2000, pp. 209–210) defines self-awareness as a personality trait that refers to directing attention to oneself and thinking about one's motives, emotions, thoughts, and desires. Silvia and O'Brian (2004, p. 475) emphasize the importance of self-awareness in connection with creative achievements, as they would be more challenging to create it without the creator's self-criticism and self-assessment. Authors Silvia and O'Brian (2004, p. 481) and Leary (2004, p. 5) explain that self-awareness is important for the planning and execution of an individual's actions and also for human self-regulation in general. Brecko (2012, pp. 3–5) explains that five factors have the most significant impact on productive energy: (1) quality management, (2) strategic orientation, (3) confidence in success, (4) commitment, and (5) cooperation between management and employees. Works Council members can significantly influence these factors through proactive action, as they participate in decision-making in accordance with the law. According to their function, members also have the possibility of informing management about the situation of working life in the organization and make suggestions for improvement. From the above, we hypothesize that self-awareness of Works Council members has a statistically significant effect on their productive energy. . Hypothesis 3: Independent will of Works Council members has a statistically significant effect on their productive energy. Ilievski (2017, p. 6) describes Bandur's cognitive-social science concept of independent will, which defines freedom proactively, as an attempt to exert personal influence in relation to set goals and desired results. The author undstands freedom as a relationship between various influences on our ability to act autonomously in an interactive world. Covey, Merrill, and Merrill (1997, pp. 57–58) define independent will as the ability to act that empowers one to Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 125 transcend his or her patterns, swim upstream, rewrite one’s guidelines, act on principles instead of response based on emotions and circumstances. As such, we hypothesized that independent will of Works Council members has a statistically significant effect on their productive energy. 3 Method The validated OEQ16 questionnaire (Brecko, 2017) was used to measure organizational energy, and the questionnaire (Covey, Merrill, & Merrill, 1997, pp. 59–60; Covey, 1998, pp. 60–61) was used to measure autopoietic endowments. Both instruments were translated from English into Slovenian and, once again, 48 hours later translated into the Slovenian language. This step was integrated to compare for any inconsistencies and discuss among the translators any issues that remain open. The questionnaire was translated by two evaluators, where one is a native speaker of English and an expert in the content area and the other evaluator also an expert in the field with advanced English language proficiency. Table 1 shows the calculation of translation compliance or reliability between translations (Miles & Huberman, 1994, p. 64). Table 1. Reliability among Translations Number of Agreements Number of Disagreements Reliability Evaluator 1 68 4 0.94 Evaluator 2 64 2 0.97 Therefore, we used a structured questionnaire with which we measured the following key concepts using defined sets of indicators: . Organizational energy: the variable is divided into four dimensions, each dimension is measured by four indicators from which the total variable was calculated based on the mean of the indicators. (1) Resigned Inertia, (2) Corrosive Energy, (3) Productive Energy, and (4) Comfortable Energy There are a total of four statements on a five-point Likert-type ordinal scale: 1 – very rarely; 2 – rarely; 3 – occasionally; 4 – often; 5- very often. The total variable has a value between 1 and 5, and a higher score means a higher presence of measured energy in organizational energy. . Autopoietic endowments: the variable is divided into four dimensions, each dimension is measured by four indicators from which the total variable was calculated based on the mean of the indicators. Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 126 (1) Self-awareness, (2) Conscience, (3) Independent Will, and (4) Creative Imagination There are a total of four statements on a five-point Likert-type ordinal scale: 0 – never; 1 – very rarely; 2 – sometimes; 3 – often; 4 – always. The total variable has a value between 1 and 5, and a higher score means a higher presence of measured energy in organizational energy. The sample of the pilot study included 26 Works Council members (f = 16 women; 10 = men), of which 5 were up to 29 years old, 5 participants between 30 and 39, 11 between 40 and 49, and 5 between the ages of 50 and 59. We can assume that the sample is quite diverse in terms of age. The same applies to the length of service, of which 10 participants states they have up to 10 years of service in the organization, 10 between 11 and 20 years, and 4 between 21 and 30 years, and 2 over 31 years of service in the organization. The sample included only participants with 5 or higher level of education using the Slovenian Qualifications Framework (SQF, n.d.). Data from the research results were transferred from 1KA OneClick Survey program and statistically processed. The results were analyzed using the statistical program IBM SPSS 23.0. Tables and graphs were prepared using Microsoft Word and Excel version Office 365. The results of the pilot study are presented using descriptive statistics. Because we are dealing with a small sample (n < 30), only non-parametric tests (Kruskal-Wallis test, Spearman rank correlation coefficient) were used in bivariate analysis. The calculation of the Spearman rank correlation coefficient allowed us to analyze the association between pairs of variables. The strength of correlation or correlation between the variables is inferred from the following scale: 0 - no correlation, 0.1 - 0.3 weak correlation, 0.3 - 0.6 moderate correlation, 0.6 - 1 strong correlation). All sets of indicators were tested and in most cases sufficient reliability (or more specifically, internal consistency) of the questionnaire was achieved (Cronbach a > 0.7). Before calculating the total variables, we excluded specific indicators, which poorly influenced the reliability of the questionnaire. The total variable appearing in the analysis were compiled by calculating mean scores from individual indicators. 4 Results Table 2 shows descriptive statistics for the sets of statements used to measure organizational energy and reliability data. Comparatively, we find that the mean score on a 5-point rating scale are lowest in Resigned Inertia and the Corrosive Energy, where the ratings range around 2. These two energies are therefore less present in the working environments of the participants. However, Productive Energy and Comfortable Energy are more present, where Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 127 the participants have, on average, much higher self-assessed claims, and on average, these revolve around 4. Table 2. Organizational Energy by Dimensions N Mean Median SD Cronbach’s Alpha Resigned Inertia I feel discouraged at my job (I feel fear). 26 1.73 2.00 0.83 .893 I have a feeling that my department has no future. 26 1.77 1.00 1.14 I feel that in my department nothing can be changed. 26 2.04 2.00 1.18 I feel exhausted. 26 2.50 3.00 1.14 Corrosive Energy I get lost in the excessive number of work activities. 26 2.77 3.00 1.18 .785 I often guess about the objectives and guidelines in my department. 26 2.04 2.00 1.00 In my department, there are a lot of rumours. 26 2.54 3.00 0.99 In my department, there are unsolved conflicts. 26 2.12 2.00 1.24 Productive Energy I am proud of my work (of what I do). 26 4.27 4.00 0.83 .792 I am very loyal to the organization. 26 3.96 4.00 1.11 I regularly get feedback on my work performance. 26 3.73 4.00 1.00 We solve problems in teams and work groups. 26 3.77 4.00 0.91 Comfortable Energy I feel relaxed at work. 26 3.85 4.00 1.05 .693 I am satisfied with the situation in my department. 26 3.89 4.00 0.99 At work and in my organizational role I work according to established patterns. 26 3.58 4.00 0.86 Relations between colleagues within my department are calm. 26 3.65 4.00 0.98 The reliability of the measurement was analyzed by using Cronbach alpha. Values > 0.70 indicate adequate measurement reliability, between 0.60 and 0.70 satisfactory measurement reliability, and below 0.60 poor measurement reliability (Nunnally, 1978, p. 713). Although our obtained coefficients show at least sufficient measurement reliability, we decided to analyze further whether the reliability could be improved by eliminating potential “dysfunctional items within in a scale” (Cho & Kim, 2014, p. 217), but only deleting when taking into account logical and theoretical basis. Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 128 Additional analysis for Resigned Inertia (see Table 3) does not indicate that reliability could be increased by eliminating a single indicator, so the total variable was calculated by considering all four indicators. Table 3. Resigned Inertia: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted I feel discouraged at my job (I feel fear). .879 I have a feeling that my department has no future. .863 I feel that in my department nothing can be changed. .815 I feel exhausted. .885 Additional analysis provided by Cronbach’s alpha reliability coefficient for Corrosive Energy (see Table 4) shows that reliability could be further increased by eliminating the first indicator. Reliability for the complete set increases when considering three of the four indicators. Table 4. Corrosive Energy: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted I get lost in the excessive number of work activities. .824 I often guess about the objectives and guidelines in my department. .696 In my department there are a lot of rumours. .681 In my department there are unsolved conflicts. .721 Additional analysis provided by Cronbach’s alpha reliability coefficient for Productive Energy (see Table 5) does not indicate that reliability could be further increased by eliminating a single indicator. Reliability for the complete set considers all four indicators. Table 5. Productive Energy: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted I am proud of my work (of what I do). .681 I am very loyal to the organization. .789 I regularly get feedback on my work performance. .719 We solve problems in teams and work groups. .773 Additional analysis provided by Cronbach’s alpha reliability coefficient for Comfortable Energy (see Table 6) shows that reliability could be significantly increased by eliminating the third indicator. Reliability for the complete set increases when considering three of the four indicators. Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 129 Table 6. Comfortable Energy: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted I feel relaxed at work. .523 I am satisfied with the situation in my department. .311 At work and in my organizational role I work according to established patterns. .798 Relations between colleagues within my department are calm. .480 Following is a summary and analysis of sets of statements used to measure autopoietic endowments. Table 7 shows descriptive statistics for all four sets of statements, as well as information on the reliability of the predicted sets of statements. The results show that all average scores are between 3.0 and 4.5, which are quite high on a 5- point scale. For all four sets of statements, the individual statements are above a mean value of 4. The most prominent is the statement ‘Am I able to make and keep promises to myself and others?’, which has a score of 4.5. On the other hand, each set also has statements with a slightly lower mean value, which is closer to the mean value of 3. The lowest rated was the statement ‘Do I sometimes feel an inner prompting that I should or shouldn’t do something I am about to do?’ with a mean value of 3.04. The highest mean value was self-assessed with Independent Will and Self-Awareness, slightly lower in Creative Imagination and the lowest in Conscience. Table 7. Autopoeitic Endownment by Dimensions N Mean Median SD Cronbach’s Alpha Self-Awareness Am I able to stand apart from my thoughts or feelings and examine and change them? 26 3.77 4.00 0.76 .763 Am I aware of my fundamental paradigms and the impact they have on my attitudes and behaviors and the results I am getting in my life? 26 4.04 4.00 0.72 Am I aware of a difference between my biological, genealogical, psychological, and sociological scripting – and my own deep inner thoughts? 26 3.65 4.00 0.80 When the response of other people to me – or something I do – challenges the way I see myself, am I able to evaluate that feedback against deep personal self thought and learn from it? 26 4.04 4.00 0.60 Conscience Do I sometimes feel an inner prompting that I should or shouldn’t do something I am about to do? 26 3.04 3.00 0.96 .727 Do I sense the difference between “social conscience” – what society has conditioned me to value and my own 26 3.42 4.00 1.06 Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 130 inner directives? Do I inwardly sense the reality of universal principles such as integrity and trustworthiness? 26 4.00 4.00 0.85 Do I see a pattern in human experience – bigger that the society in which I live that validates the reality of principles? 26 3.38 3.00 0.98 Independent Will Am I able to make and keep promises to myself and others? 26 4.54 5.00 0.58 .453 Do I have the capacity to act on my own inner imperatives even when it means swimming upstream? 26 4.00 4.00 0.69 Have I developed the ability to set and achieve meaningful goals in my life? 26 4.08 4.00 0.74 Can I subordinate my moods to my commitments? 26 3.69 4.00 0.88 Creative Imagination Do I think ahead? 26 4.23 4.00 0.71 .691 Do I visualize my life beyond its present reality? 26 3.31 3.00 1.16 Do I use visualization to help reaffirm and realize my goals? 26 3.38 4.00 1.20 Do I look for new, creative ways to solve problems in a variey of situations and value the different views of others? 26 4.27 4.00 0.72 Similarly, as with Organizational Energy (see Table 2), the reliability of the measurement was analyzed using Cronbach alpha, using the same measurement reliability scale (Nunnally, 1978, p. 713) and keeping in mind considerations regarding eliminating certain items (Cho & Kim, 2014, p. 217). Because the obtained coefficients did not show high reliability of measurement in all instances and because we did not use a standardized questionnaire to measure autopoietic endowments, but one that is in use, we then considered eliminating certain items to see whether values would change. Additional analysis provided by Cronbach’s alpha reliability coefficient for Self-Awareness (see Table 8) does not indicate that reliability could be further increased by eliminating a single indicator. Reliability for the complete set considers all four indicators. Table 8. Self-Awareness: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted Am I able to stand apart from my thoughts or feelings and examine and change them? .801 Am I aware of my fundamental paradigms and the impact they have on my attitudes and behaviors and the results I am getting in my life? .660 Am I aware of a difference between my biological, genealogical, psychological, and sociological scripting – and my own deep inner thoughts? .662 When the response of other people to me – or something I do – challenges the way I see myself, am I able to evaluate that feedback against deep personal self thought and learn from it? .690 Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 131 Additional analysis provided by Cronbach’s alpha reliability coefficient for Conscience (see Table 9) shows that reliability could be significantly increased by eliminating the first indicator. Reliability for the complete set increases when considering three of the four indicators. Table 9. Conscience: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted Do I sometimes feel an inner prompting that I should or shouldn’t do something I am about to do? .822 Do I sense the difference between “social conscience” – what society has conditioned me to value and my own inner directives? .564 Do I inwardly sense the reality of universal principles such as integrity and trustworthiness? .536 Do I see a pattern in human experience – bigger that the society in which I live that validates the reality of principles? .678 Additional analysis provided by Cronbach’s alpha reliability coefficient for Independent Will (see Table 10), which as a whole is not highly reliable, shows that reliability could be significantly increased by eliminating the fourth indicator. Reliability for the complete set increases when considering three of the four indicators. Table 10. Independent Will: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted Am I able to make and keep promises to myself and others? .298 Do I have the capacity to act on my own inner imperatives even when it means swimming upstream? .282 Have I developed the ability to set and achieve meaningful goals in my life? .315 Can I subordinate my moods to my commitments? .615 Additional analysis provided by Cronbach’s alpha reliability coefficient for Creative Imagination (see Table 11) shows that reliability could be significantly increased by eliminating the first indicator. Reliability for the complete set increases when considering three of the four indicators. Table 11. Creative Imagination: Analysis of Reliability of Individual Statements Cronbach's Alpha if Item Deleted Do I think ahead? .728 Do I visualize my life beyond its present reality? .540 Do I use visualization to help reaffirm and realize my goals? .534 Do I look for new, creative ways to solve problems in a variey of situations and value the different views of others? .630 Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 132 Table 12 below shows the interrelatedness between Organizational Energy and Autopoietic Endowments of Works Council members. Table 12. Correlation between Organizational Energy and Autopoietic Endowments Self-Awareness Conscience Independent Will Creative Imagination Resigned Inertia Spearman's rho -.765** -.296 -.570** -.129 p value .000 .142 .002 .529 Corrosive Energy Spearman's rho -.751** -.350 -.531** -.311 p value .000 .079 .005 .122 Productive Energy Spearman's rho .634** .215 .506** .373 p value .001 .291 .008 .060 Comfortable Energy Spearman's rho .765** .162 .530** .255 p value .000 .428 .005 .209 Note. n = 26; * The correlation is statistically significant in value p < .05; ** The correlation is statistically significant in value p < .01. 5 Discussion Following is a discussion of the hypotheses in relation to the results. Our first hypothesis was the following: H1: There is a statistically significant correlation between autopoietic endowments and organizational energy of Works Council members In our research, we detected a certain degree of interaction between Autopoietic Endowments and Organizational Energy. Statistically significant correlations with Organizational Energy were detected in two dimensions of Autopoietic Endowments. Namely, Self-Awareness is strongly negatively correlated with Resigned Inertia (rho = –0.765; p < 0.001) and with Corrosive Energy (rho = –0.751; p < 0.001). In terms of interpretation this could signify that these energies are more present in participants with lower self-awareness. On the other hand, we detected strong positive correlations between Self-Awareness and Productive Energy (rho = 0.634; p = 0.001) and Self-Awareness and Comfortable Energy (rho = 0.765; p <0.01). The finding in this case being just the opposite, which is that these energies are more perceived in participants with higher self-awareness. Another Autopoietic Endowment in which we detected statistically significant correlations is Independent Will. Namely, Independent Will has a moderate negative correlation with Resigned Inertia (rho = –0.570; p = 0.002) and with Corrosive Energy (rho = –0.531; p = 0.005). In terms of interpretation this could signify that these energies are more present in participants with lower expressed independent will. On the other hand, we detected strong positive correlations between Independent Will and Productive Energy (rho = 0.506; p = 0.008) and Independent Will and Comfortable Energy (rho = 0.530; p = 0.005). The finding in Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 133 this case being just the opposite, which is these energies are more perceived in participants with higher expressed independent will. There is a statistically significant connection between Autopoietic Endowments and Organizational Energy of Works Council members, thus confirming hypothesis 1. H2: Self-awareness of Works Council members has a statistically significant effect on their productive energy. The correlation between Self-Awareness and Productive Energy is strong with respect to the value of the correlation coefficient and statistically significant with respect to the value of significance (rho = 0.634; p = 0.001). The sample of the pilot study was too small to perform a regression analysis to verify the influence of the independent variable on the dependent, so hypothesis 2 cannot be confirmed. H3: Independent will of Works Council members has a statistically significant effect on their productive energy. The correlation between Independent Will and Productive Energy is moderate in relation to the value of the correlation coefficient and statistically significant in relation to the value of significance (rho = 0.506; p = 0.008). The sample of the pilot study is too small to perform a regression analysis to verify the influence of the independent variable on the dependent, so hypothesis 3 cannot be confirmed at this time. The presented results of our research confirm our thesis on the interrelated influence of Autopoietic Endowments and Organizational Energy of Works Council members. However, to be able to verify the influence of the independent variable on the dependent and to accept or fail to accept hypotheses 2 and 3, a larger sample would be needed. 6 Conclusion The purpose of the research was to examine the organizational energy of Works Council members and their autopoietic endowments and to determine whether there is an interaction between these two variables. The results of the pilot study of organizational energy shows that the mean values on a 5-point rating scale are lowest for Resigned Inertia and Corrosive Energy, where the values were around 2. These two energies, treated as low-quality energies, are less present in the working environments of the participants in our study. More evident are Comfortable Energy and most prominent Productive Energy, where participants rated statements much higher. These two types of energy are considered quality energies. The results thus show that the Works Council member participants in our study, have a higher value of quality- than low-quality energies, which indicates their constructive use of personal potentials. Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 134 Mean scores of autopoietic endowments (Self-Awareness, Creative Imagination, Conscience, Independent Will) are between 3.0 and 4.5, which is quite high relative to the 5-point scale. Covey (1998, p. 52) explains that all four of these human endowments are essential for an individual’s proactivity. The results of the pilot study thus show that the Works Council member participants take a somewhat proactive approach to the implementation of workers’ participation. In this research, we detected a certain degree of interaction between autopoietic endowments and organizational energy. According to the value of the correlation coefficient, the correlation between Self-Awareness and Productive Energy is strong and statistically significant. The correlation between Independent Will and Productive Energy is moderate in terms of the value of the correlation coefficient and statistically significant in terms of the value of significance. However, the sample of the pilot study is too small to perform a regression analysis to verify the influence of the independent variable on the dependent concerning these correlations. The results of the pilot study confirmed the interrelated influences of Autopoietic Endowments and Organizational Energy of Works Council members and appropriateness of the questionnaire for the continuation of the research study. In the main research, we will further examine the influence of the independent variable on the dependent and create a model of influences of Autopoietic Endowments of Works Council members on their Organizational Energy and relations with management. On this basis, we will provide suggestions for strengthening individual's endowments, which contribute to one’s proactive approach towards workers’ participation. References 1. Brecko, D. (2012). Produktivno energijo so-ustvarjamo s sodelovanjem med vodstvom in zaposlenimi. ŠCID Kranj: Ekonomska demokracija, št. 1/2012, 3–7. 2. Brecko, D. (2017). O projektu. Pridobljeno na http://organizacijska-energija.si/index.php/o- projektu/#1462892689309-76d01743-53c6 3. Budd, J. W., Gollan, P. J., & Wilkinson, A. (2010). New approaches to employee voice and participation in organizations. Sage, Human Relations: 63(3), 303–310. doi: 10.1177/0018726709348938 4. Bukovec, B. (2006). Management cloveških virov in obvladovanje organizacijskih sprememb. 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Povzetek: Medsebojni vpliv organizacijske energije in avtopoieticnih lastnosti clanov sveta delavcev Raziskovalno vprašanje (RV): Raziskave kažejo, da organizacije potrebujejo za svoje delovanje energijo zaposlenih, ki izhaja iz njihovih procesov ustvarjanja, doseganja ciljev in medsebojnega sodelovanja na vseh ravneh. V raziskavi nas zanima, ali obstaja medsebojni vpliv organizacijske energije (energija malodušja, energija razjedanja, energija produktivnosti, energija udobja) in avtopoieticnih lastnosti (samozavedanje, vest, svobodna volja, ustvarjalna domišljija) zaposlenih. Kot ciljno skupino smo za izvedbo raziskave izbrali clane sveta delavcev v slovenskih organizacijah. Namen: Namen raziskave je bil preuciti medsebojni vpliv organizacijske energije in avtopoieticnih lastnosti zaposlenih ob predpostavki, da se višja stopnja avtopoieticnih lastnosti odraža v višji vrednosti njihove kakovostne organizacijske energije. Hkrati je bil namen preveritev zanesljivosti vprašalnika. Metoda: Za zbiranje informacij za potrebe raziskave smo uporabili metodo anketiranja. Kot merski inštrument smo uporabili vprašalnik, ki smo ga postavili na osnovi izhodišc dveh že oblikovanih vprašalnikov ter predhodno analizirane strokovne literature z našega interesnega podrocja. Revija za univerzalno odlicnost / Journal of Universal Excellence, Clanek / Article Junij / June 2020, leto / year 9, številka / number 2, str. / pp. 119–136. 136 Rezultati: Izsledki raziskave potrjujejo medsebojni vpliv avtopoieticnih lastnosti in organizacijske energije clanov sveta delavcev. Da bi pa lahko preverili vpliv neodvisne spremenljivke na odvisno, bi potrebovali vecji vzorec. Rezultati tudi kažejo, da imajo anketirani clani svetov delavcev višjo vrednost kakovostnih kot nekakovostnih energij, kar nakazuje na njihovo konstruktivno uporabo osebnih potencialov. Organizacija: Obstoj medsebojnega vpliva avtopoieticnih lastnosti in organizacijske energije je pomembno spoznanje za organizacije, ki bo lahko prispevalo k razumevanju upravljanja energije zaposlenih. Družba: Izvedena raziskava predstavlja prispevek k novim spoznanjem na podrocju uresnicevanja delavskega soupravljanja v organizacijah v Sloveniji. Originalnost: Tako v Sloveniji kot tudi v svetu obstaja veliko raziskav o obravnavani temi, nismo pa zasledili take, ki bi prepletala organizacijsko energijo in principe avtopoieze v kontekstu delavskega soupravljanja. Omejitve/nadaljnje raziskovanje: Raziskava je potekala v obliki pilotne raziskave za namen preverjanja zanesljivosti vprašalnika. Pilotno anketiranje bi lahko razširili na vecji vzorec, vendar smo se zaradi locitve anketirancev med pilotno in glavno raziskavo odlocili, da vecji vzorec pridobimo v glavni raziskavi. Poskušali pa smo ublažiti omejitev tako, da smo iskali vzorec, ki je vecji od 25, kar je sprejemljiva številka za izvedbo pilotne raziskave za namen testiranja vprašalnika. Kljucne besede: organizacija, delavsko soupravljanje, svet delavcev, clani sveta delavcev, avtopoieticne lastnosti, organizacijska energija. *** Mari Bozic holds a Bachelor of Science in Economics, a Bachelor of Science in Business Economics, and a Master of Science in Management. She has technical knowledge in the field of chemical activity, which she acquired during her SOK level 5 chemistry class. She has advanced her knowledge with experience that she has gained in managing employees and organizing work in both manufacturing and research and development. She is member of the Works Council and an internal auditor of the quality system. Her research interest is related to employees, their autopoietic endowments and organizational energy, and to relationships within the organization. At the Faculty of Organizational Studies, she is preparing a doctoral dissertation from the area of workers’ participation in Slovenian organizations. She participates in professional and scientific conferences and publishes articles in scholarly publications. *** Annmarie Gorenc Zoran is a Professor at the Faculty of Organisation Studies in Novo mesto as well as teaches distance learning courses abroad. Her research interest is an interdisciplinary approach to communication, as a channel in e-learning, framework for continuous improvement in terms of quality standards feedback, a tool in education and teaching, as an analytical framework to research, and as a contribution to management. She has published book chapters, numerous articles, and presented at international, national, and regional conferences. *** Copyright (c) 2020 Mari BOŽIC & Annmarie GORENC ZORAN Creative Commons License This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Nova energija za kovidskega cloveka Nova energija za kovidskega cloveka Zastoj dr. Dan Podjed Ponedeljkovo jutro, petnajsti dan po preklicu epidemije. Ura je pol devetih. Debele dežne kaplje udarjajo ob vetrobransko steklo, brisalca pa odrivata vodo sem in tja ter se v enakomernem gibanju nenadoma povsem zlijeta z ritmom skladbe iz radia: »Cas bo zacelil svet, cas bo pomlajšal ta planet. In ko naju ne bo, ostalo bo rožnato nebo …« »Si v redu?« vprašam šestletnega sina, ki sedi za mano na svojem varnostnem sedežu. Ne odgovori mi. Pogledam v vzvratno ogledalo in preverim, ali ni morda zaspal. Še je buden. Skoz stransko steklo zamišljeno gleda kolono avtomobilov, ki se ob nama pocasi pomika proti drugemu delu mesta. »Obticala sva v prometu,« mu recem in pojasnim, da se temu pravi zastoj, on pa pokima in modro pripomni: »Ati, vcasih pa ni bilo toliko zastojev.« Res, še pred slabim mesecem sva zjutraj švignila skoz mesto. Ceste so bile prazne, avtomobili so cakali na parkirišcih, avtobusi so pocivali, ljudje niso hiteli v službo, šole so bile zaprte, vrtci tudi. Prometnih zastojev takrat res ni bilo, zdelo pa se je, kakor da je ves svet zastal. Ustavil ga je drobni virus, ki se je razširil po svetu in cez noc postal glavni sovražnik cloveštva in hkrati najvecji zvezdnik – zavzel je vec medijskega prostora od vseh vplivnežev in vplivnic skupaj, vštevši Kim Kardashian in Challeta Salleta. Virus SARS-Cov-2 je vplivnežem odšcipnil prostor in nam odžrl cas, hkrati pa je ponudil priložnost, da se ustavimo in premislimo, kaj pravzaprav potrebujemo in cesa si želimo. So jutranji zastoji in vsakdanje dirke na delo res ideal, h kateremu naj si prizadevamo v prihodnosti? Ali si lahko izmislimo nove nacine premikanja in produkcije, ki bodo bolj ukrojeni po meri ljudi in drugih bitij, s katerimi sobivamo na tem planetu? Glede na to, kako hitro in brezbrižno smo po karanteni planili nazaj v življenje, v varno zavetje leta 2019, vse bolj dvomim, da se nam bo posrecilo ob virusnem pretresu bistveno spremeniti družbo. Res pa je, da je intersubjektivna izkušnja s karanteno, ki smo jo doživljali skupaj in hkrati vsak po svoje, vsakogar med nami nekoliko spremenila – in nas morda vsaj malo premaknila kot globalno skupnost. Da bi med pandemijo popisal spreminjanje družbe in sebe, sem se lotil zapisovanja, ki je zacelo nastajati organsko in nenacrtno. Prvi zapis je nastal po tem, ko sem obiskal bližnje nakupovalno središce in ugotovil, da ni nic vec tako, kakor je bilo, ce parafraziram nekdanjega slovenskega predsednika. Ljudje so med nakupovanjem nosili zašcitne maske, premikali so se drugace kakor pred razglasitvijo epidemije in kupovali ogromne kolicine toaletnega papirja – ali pa se mi je tako vsaj zdelo. Kot antropolog, ki se mora po nenavadnost in drugacnost navadno odpraviti kam dalec, po možnosti v tujino, sem zacutil neznosno željo, da popišem, kaj se dogaja okoli mene. Cudnost je bila nenadoma tu, pred nosom. Opis lastne nakupovalne izkušnje sem že zvecer objavil po omrežjih Facebook, Twitter, Instagram in LinkedIn, in sicer tako v slovenskem kot tudi angleškem jeziku, saj sem skušal tudi tistim, s katerimi sem povezan v tujini, prenesti informacije o tem, kaj se med pandemijo godi »za devetimi gorami in devetimi vodami«. Zatem sem pisal vsak dan, in to vec kot mesec dni, ter zapise sproti prevajal. Iz enkratnega dogodka je popisovanje stanja postalo najprej obred, pozneje pa skoraj že služba. Ob zapisih se je namrec zacelo oglašati vse vec ljudi. Nekateri so pisanje hvalili, drugi pa so ugotavljali, da postajam v izolaciji nekoliko blazen. Všec so jim bile strategije za preživetje v domacem ujetništvu in nasveti, kaj brati med karanteno, razburilo pa jih je, da sem obut v kroksice ozmerjal fante, ki so igrali košarko na zaklenjenem šolskem igrišcu. Mnogim se zdelo nekoliko noro tudi, da sva z ženo toliko casa in truda namenila pranju hrane, ki sva jo prinesla iz trgovine, drugi pa so mi pisali, da tudi sami pocnejo enako … Spletni dnevnik se je postopoma spreminjal v dialog med mano in družbo, ki je sicer nisem videl, je pa bila ves cas nekje blizu, na drugi strani zaslona. Med štirimi stenami tako nisem obtical le z družino, temvec je naše doživljanje krize spremljalo veliko ljudi, med katerimi mnogih sploh nisem poznal. Nekateri od njih so mi celo svetovali, o cem naj pišem, in negodovali, ce sem kakšno temo obravnaval na nacin, ki je bil po njihovem mnenju zgrešen. Zaradi obcinstva, ki je vsak dan pricakovalo novo zgodbo, sem zapisovanje vse bolj cutil kot obveznost, hkrati pa sem se iz posameznika zacel spreminjati v medij. Že zjutraj sem ženo zacel nadlegovati z vprašanjem, o cem naj tokrat pišem, na sprehodih po »ozunju« pa sem nenehno oprezal, kje bi lahko posnel dobro fotografijo, ki bi jo zvecer priložil zapisu. Pisati sem obicajno zacel zvecer, ko so šli otroci spat, in potem potreboval uro, dve za slovenski zapis, potem vsaj še uro za prevod v anglešcino in zatem še približno uro za obdelovanje fotografij in širjenje zapisa po omrežjih. Delo pa se potem sploh ni koncalo. Po vsaki objavi so zaceli deževati komentarji, na katere je bilo treba sproti odgovarjati in braniti lastno pozicijo. Tako mi je iz rok vse bolj polzel cas, ki sem ga med karanteno nameraval porabiti zase. Ko je država oznanila, da bomo v naslednjih tednih preživeli vecino casa med štirimi stenami, sem si namrec pomel roke in si skrivaj rekel: »Odlicno!« Mislil sem, da bom imel koncno vec casa za branje in sprehode v naravo, in se veselil, da bomo z družino odigrali namizne igre, ki so se leta prašile na omari. Navdušen sem bil nad mislijo, da bova z ženo pogosteje kuhala zdrave jedi, pripravljene iz zelenjave, ki bo zrasla na domacem vrtu, in sanjaril o romanticnih vecerih, ki si jih bova privošcila v osami. In kaj se je dejansko zgodilo? Obtical sem pred zaslonom in pisal predvsem o tistem, kar se mi je pletlo v glavi. In tako dan za dnem. Ko se mi je dokoncno uprlo zreti v lasten popek, sem se odlocil koncati z zapisi in pritisnil zadnjo piko. Obcinstvo ni bilo posebej navdušeno, da je »prve sezone« konec, razocaran nad sabo pa sem bil tudi sam. Zdelo se mi je, kot da sem lastno medijsko hišo poslal v stecaj. Približno mesec zatem, ko sem na 36. dan karantene koncal s karantenskimi zapisi in ugonobil medij, ki sem ga poimenoval Antropologija med štirimi stenami, sem se zazrl nazaj in ugotovil, da je bil zastoj pravzaprav kar koristen. Med njim je namrec nastala ta knjiga, ki je dejansko nisem spisal sam, temvec smo jo ustvarili s tistimi, ki so moje pisanje brali in komentirali po omrežjih. Dnevniški zapisi, ki sem jih širil po spletu, so namrec celoviti in pestri prav zato, ker jih dopolnjujejo mnenja ljudi, s katerimi smo se znašli v nenavadnem zastoju, med katerim smo bili sicer sami, a hkrati skupaj – podobno kakor na cesti, ko ticimo vsak za svojim volanom, ujeti v izoliranih celicah na štirih kolesih. Medtem ko nekateri po radiu poslušamo skladbo o casu in zraven mrmramo refren, so drugi prikljuceni na drugacne frekvence. Na vse pa tacas pada isti dež. In vsi stojimo in cakamo, da se spet prižge zelena luc na semaforju. In potem speljemo in se ustavimo in speljemo … *** S sinom sva se po polurni vožnji koncno pripeljala na drugi del mesta. Dež je medtem nekoliko pojenjal, kaplje pa so risale kroge v ogromni mlaki, sredi katere sva parkirala. »Previdno stopi na plocnik, da si ne zmociš cevljev!« sem mu zabical, medtem ko sem pridržal vrata, da je lahko stopil iz vozila. Tedaj me je prešinilo: pozabil sem vzeti nahrbtnik s škornji! V glavi sem socno zaklel in sina prijel za roko ter ga previdno vodil med lužami, da bi ostal suhih nog. Ko sva prišla do tašce in tasta, sem jima najprej pojasnil, da se bom takoj vrnil in prinesel še opremo za dež, ki je ostala doma. »Ni treba,« sta pomirjujoce rekla, »saj ne bomo hodili ven.« Meni pa je bilo jasno, da bo treba še enkrat na pot. Ni bilo dovolj, da sem zastoj doživel enkrat – vajo bo treba ponoviti in znanje utrditi. Tako prepevajo tudi Dan D na koncu pesmi, ki je prej igrala po radiu: »Cas bo rekel stop, cas je za še en krog, cas je za še en krog …« Nova energija za kovidskega cloveka Tekst je v izvirniku objavljen v knjigi Antropologija med štirimi stenami: Spoznavanje družbe in sebe med pandemijo (avtor: Dan Podjed, spremna beseda: Vesna Milek, Založba ZRC, 2020). Verjemi v svoj glas Verjemi v svoj glas Prinašaš svojo unikatno, kreativno, inovativno in (ne)popolno osebnost na delo vsak dan? Meta Grošelj Sindrom vsiljivca je ena najpogostejših oblik treme v poslovnem svetu in pogosto ravno ta oblika treme stoji na poti mnogim sposobnim, ambicioznim, kreativnim in energije polnim ljudem. Kot nek demon našega notranjega sveta nam onemogoca, da bi uživali v lastni ustvarjalnosti, in zavira produktivnost tako, da nas bodisi sili v perfekcionizem bodisi v odlašanje ... Zgodaj zjutraj je bila še megla, ko sem se iz Ljubljane vozila na Primorsko. Tam bom predavala 16 top managerjem. Bližje ko je bilo moje fizicno telo tej (pre)izkušnji, bolj me je tišcalo v prsih. Predavala? Jaz? "Punca, kdo pa misliš da si?" me je zarezal moj notranji glas. Morda se od casa do casa zgodi tudi vam, da vas notranji glas opozori na potencialno prenevaren izziv, za katerega v tistem trenutku razsodite, da mu morda ne boste kos. Pa saj ste vendar samozavestni! Pa saj ste izobraženi! Pa saj ste se dneve in noci pripravljali! Zakaj se pravzaprav sploh pojavijo te misli, ki jih poznamo pod pojmom vsiljenke? In katera so tista orodja, ki nam pomagajo tako na osebni kot organizacijski ravni, da te vsiljive misli premagamo? Sindrom vsiljivca sta leta 1978 definirali psihoterapevtka in raziskovalka Pauline Rose Clance ter njena asistentka Ivonne Imes, ki sta na vzorcu 150 uspešnih žensk ugotovili, da jih vec kot polovica v sebi nosi neko cudno temacno skrivnost. Obcutek, da si svojega uspeha, priznanja, pohval niso zares zaslužile. Da so morda okolico zavedle v neka zmotna prepricanja o sebi in svojih sposobnostih. Nadaljnje raziskave so vsiljivstvo ugotovile pri obeh spolih. Še vec, gre za nek obcutek, ki ga ima veliko zelo uspešnih ljudi, po nekaterih podatkih kar vec kot 70 odstotkov top talentov vcasih obcuti ta obcutek, da se bo nekoc razvedelo nekaj, kar bo razblinilo njihov dosedanji uspeh, trud ali status v enem samem piclem trenutku. Razvedelo se bo, da so prevaranti. Vsiljivci, ki zavajajo, blefirajo, ki se samo pretvarjajo, da znajo, kar znajo, da lahko delajo, kar delajo, da ustvarjajo, kar ustvarjajo. Ko se bo razvedelo, bodo osramoceni, izvrženi, zapušceni. Moje osebno mnenje pa je, da se o tem pri nas ne govori dovolj. Stiske notranjih svetov šele prihajajo na plano kot pogoj za vzpostavljanje psihološko varnega okolja v organizacijah. Vsiljivec ni zunanji temvec notranji stresor in njegova pojavnost je precej odvisna od posameznikove sposobnosti zaznavati, razumeti in voditi lasten notranji dialog. Pogosto se namrec pojavlja v obliki ruminacije oz. vsiljenih misli ali t. i. vsiljenk, ki lahko privedejo do katastrofiziranja, kar pomeni, da si oseba zacne zamišljati (v sliki, besedi in custvih) katastroficne scenarije. Kot je na primer ta ... Zacnem predavati, medtem ko me šestnajsterica strogo poslovno oblecenih managerjev kriticno opazuje. Ženska pred mano povzdigne obrv. Moški v zadnji vrsti prišepne kolegu, nakar se na ves glas zarežita. (Seveda meni.) Po petnajstih minutah udeleženec na moji levi dvigne roko. Nekaj bi vprašal. (Ojoj, saj sem vedela, da pridemo do tega.) "Gospa, kdaj pa boste zaceli govoriti kaj zanimivega? Vse to že vemo! In še vec …, vemo še veliko vec. Pravzaprav mi vemo že vse, kar veste vi, in še vec. Zdaj pa povejte, ali znate morda povedati kaj novega ... Sicer pa, od kod vam ta znanja? Imate diplomo? Imate izkušnje ...?" Ob koncu tega krutega zasliševanja se seveda ugotovi, da nikakor ne spadam tja, in pokažejo mi vrata. Razocarani. Jaz pa se osramocena vozim nazaj proti Ljubljani ... Kar opisujem, je vsiljenka, ki se je prikazala v mojih mislih, medtem ko sem predavala. Katastroficne vsiljenke mi niso tuje. Da imam sindrom vsiljivca na zelo visokih obratih, sem izvedela pred približno petimi leti. Do takrat se mi je dozdevalo, da me morda muci (ne)samozavest, a v resnici samozavest z vsiljivstvom nima veliko skupnega. Nauciti sem se morala aktivno upravljati projekcije, ki so mi jih možgani servirali v sliki, besedi in obcutkih. Oseba s sindromom vsiljivca je neke vrste scenarist, igralec in hkrati režiser interne percepcije, ki se dogaja v glavi. Od nas samih je torej odvisno, kakšne filme vrtimo in s kakšnim koncem. Morda ste tudi sami že doživeli trenutek, ko ste se lotevali nekega novega izziva. Za hip vam ni teklo kot po maslu. Naleteli ste na neke mini dvome v smislu "kaj mi je tega treba", ki so se pocasi, a vztrajno zaceli razrašcati v makro dvome "itak nimaš pojma". Popolnoma samozavestna in sposobna oseba lahko zacne komplicirati, katastrofizirati, se samosabotirati in poceti še vse ostalo v spektru med odlašanjem in perfekcionizmom. Model delovanja sindroma vsiljivca osebo postavi nekje na lestvico med profesionalnim odlaševalcem in vztrajnim perfekcionistom. Perfekcionizem osebo motivira, da dela, dela in spet dela vse tja do roba izgorelosti. Odlašanje pa je z vidika produktivnosti tudi zanimiv tip mentalnega napora, ki v možganih vklaplja centre za bolecino vsakokrat, ko se spomnimo na izziv. Au. Bolecina naj bi trajala nekje 10 minut. Ce odlašate, izgorevate tako psihicno kot mentalno. Vse dokler ne izgorite fizicno. Ne glede na to, ali odlašate ali ste perfekcionist, izgubljate dva edinstvena in neponovljiva vira cloveškega potenciala. Cas in energijo. Razumevanje delovanja sindroma vsiljivca je zato kljucno za produktivno izkorišcanje cloveškega potenciala. Oseba, ki zna umirjati burno notranje doživljanje najvecjih izzivov, je oseba, ki bo organizaciji prinesla najboljše rezultate. Res pa je, da so lahko najbolj kreativni ljudje tudi precej empaticni, zato je pomembno, da psihološko varnost postavljamo na visoko mesto. Kaj lahko naredi organizacija za boj proti fenomenu vsiljivstva Ce se v organizacijah o obcutkih vsiljivstva ne pogovarjamo in ce svojim top talentom ne omogocamo individualnega treninga, s katerim lahko predelajo ta cutenja in nato s polnimi jadri zajamejo veter svoje kreativnosti za najvecji doprinos organizaciji – brez strahu, brez sramu in brez zavor –, tvegamo, da bodo naši najboljši ljudje, ki smo jih najeli, da ustvarijo najboljše rešitve za naše organizacije, preprosto odjadrali drugam. In zakaj bodo odšli drugam? Preprosto zato, ker sami sebe ne znajo ceniti toliko, kolikor jih lahko cenite vi! Postavljeni pred navidezno previsoke cilje, zacnejo zavlacevati ali komplicirati, se samosabotirati, se konfrontirati, konfliktirati in tako naprej. Verjemi v svoj glas zlata Gazela2016 ® RLS Merilna tehnika d.o.o. | Pod vrbami 2 | 1218 Komenda | SIT +386 1 5272 100 | F +386 1 5272 129 | E sales@rls.si | W www.rls.siZMAGOVALEC IZBORAZMAGOVALEC IZBORA Že 30 let razvijamo, izdelujemo in tržimo magnetne senzorje pomika in zasuka. Naše izdelke odlikujejo visoka natancnost in odpornost na zunanje dejavnike, zato se vgrajujejo v napredne sisteme v medicini, robotiki in elektricnih vozilih. Pri delu spodbujamo inovativnost in ustvarjalnost, uspešnost pa gradimo z integriteto, odlicnostjo ter s spoštovanjem sodelavcev in poslovnih partnerjev. Razkrijte svoje doživljanje vsiljivstva Ko vodje razkrijejo svoje obcutke vsiljivstva svojim zaposlenim, jim dejansko s tem omogocijo ogromno razbremenitev pritiskov lastnega vsiljivstva in strahu pred potencialno napako ali neuspehom. Tako pravi znanost. Ljudje pogosto nadrejene idealiziramo, sami sebe pa skušamo približati tem idealnim percepcijam identitete. Ko vodja odkrito govori o lastnem soocanju z obcutki vsiljivstva, daje ljudem orodja za spopadanje s temi ovirami. Ljudje zmotno mislimo, da smo edini, ki imamo takšne obcutke. In zato jih skrivamo. Skrivamo pred drugimi, ki se pogovarjajo z enakimi notranjimi kritiki in samosaboterji. V strahu pred razkrinkanjem tišcimo glavo v pesek, namesto da bi vsiljivstvo razumeli kot unikatno skupno tocko, na kateri se lahko globoko povežemo kot ljudje in kot tim. Redefinirajte (ne)uspeh Astro Teller, ki je vodil specialno organizacijo GoogleX za izume novega tisocletja, je v svojem govoru na konferenci TED razlagal o nujnosti praznovanja neuspehov, saj so lahko samo na ta nacin ustvarili potrebno klimo v organizaciji, ki je vodila projekte, od katerih jih bo 99 % z veliko gotovostjo propadlo v prvih 30 dneh. Ljudje smo kulturno predprogramirani, da zasledujemo scenarije uspeha in se potencialnim porazom izmikamo. V GoogleX so kulturo neuspeha postavili tako, da so ob neuspehu organizirali slavje, z aplavzom in pokanjem šampanjca. Praznovali pa niso poraza, temvec pogum, da se premakneš izven okvirjev in preizkusiš nekaj, kar ima velik potencial uspeha, a prinaša tudi visoko tveganje. Morda vam ni treba ravno odpirati šampanjca, a zacnete lahko že z obicajnim 'sendvicem povratne informacije' in boste premaknili gore v zavedanju podpore, ki jo dajete svojim ljudem. Upravljajte notranji dialog Sendvic povratne informacije je v kombinaciji s spoštljivo tonaliteto tudi kljucno orodje mojega lastnega boja proti vsiljivkam. Ucenje komuniciranja s svojim notranjim glasom je zelo verjetno najboljša poteza za mojo osebno rast. Redefiniranje notranjega dialoga pa predstavlja tudi pomemben premik za moje kliente. Ljudje smo navajeni svojo notranjo komunikacijo sprejeti, ker je 'od nekdaj tako'. Veliko lažje praznujemo uspeh sodelavca kot pa lastnega. Veliko enostavneje nam je biti ponosen na drugega kot nase. Biti svoj prvi navijac je izjemna sprememba za vsiljivca. Nov model. Nov vzorec. Uskladite notranjo in zunanjo validacijo Ko sem zacela sama zavestno upravljati svoj notranji dialog, mi niti na kraj pameti ni padlo, kakšna moc spremembe me bo dejansko doletela. V zelo kratkem casu sem se znašla psihicno in pa tudi fizicno mocnejša, sposobna ohranjati notranjo stabilnost ne glede na zunanje razmere, upravljati in umirjati konflikte, krmariti težke situacije. S pozitivnim komuniciranjem zares reprogramiramo svoje nevrološke vzorce, predvsem pa postavimo novo razmerje med notranjo in zunanjo validacijo. Ni nenavadno, da oseba s sindromom vsiljivca išce zunanjo validacijo – ista stvar pa jo zna pahniti v še vecjo stisko. Ljudje, ki te pohvalijo, so se morda zmotili? Ah, te vsiljenke. Ko je s pomocjo ucinkovite komunikacije moja notranjost postajala mocnejša, je z njo raslo moje notranje zadovoljstvo, potreba po zunanji validaciji pa je nekako plahnela. Ne bi ravno rekla, da je izginila, z gotovostjo pa lahko trdim, da je vec ne išcem pri sleherniku. Postalo mi je zelo pomembno, komu zaupam, torej komu dam glas, da vodi mojega. Internalizirajte dokaze o malih in velikih zmagah Vas zanima, kaj se je zares zgodilo na tistem predavanju, ki so ga burile moje vsiljenke? Zadnje minute predavanja je pospremil krog povratne informacije s strani mojih top managerjev, ki mimogrede sploh niso bili tako zelo strogi, kot sem si jih jaz namišljala. Bilo je veliko pohval. In tudi predlogov za izboljšavo. Nekje na sredini tega kroga je sedel moški srednjih let v bledo rumeni srajci. Vstal je. Se odkašljal. Podal mi je eno najbolj custveno nabitih pohval, kar jih pomnim v svojih predavateljskih letih. "Gospodicna, spremenili ste mi življenje!" Vsiljivec v meni pa je šel takoj v akcijo: "Lažejo! Vse to govorijo zgolj iz vljudnosti ..., bla bla bla." "Eh, daj mi no že enkrat mir in me pusti, da s ponosom vsrkam ta trenutek mojega življenja. Trenutek, ko se je dejansko zgodilo nekaj dobrega!" ga zatrem v kali. Prava sprememba se zgodi šele takrat, ko sprejmemo v svoje življenje rutinirane nacine internalizacije lastnega uspeha. Imamo vpliv, ce se ga zavedamo ali ne. In lahko spreminjamo svet, cetudi z majhnimi dejanji. Vsak korak, vsak projekt, vsako delo ima v sebi potencial nekomu drugemu obrniti svet na bolje in tega se moramo vsakic znova zavedati. Naša dolžnost in odgovornost je obvladovati sleherne ovire, ki se nam postavijo na poti do izboljšav, ki jih lahko lansiramo v svet. Premagovanje notranjih ovir pa je na tej poti kljucnega pomena. Brez panike, ste v dobri družbi izjemno imenitnih ljudi! Najslavnejša oseba z domnevnim sindromom vsiljivca naj bi bil sam Albert Einstein. Na to sklepajo, ker naj bi v zadnjih mesecih svojega življenja prijatelju zaupal svoje obcutke glede ugleda, ki ga je užival v stroki. "Pocutim se prisiljen, da o sebi mislim, da sem neprostovoljni prevarant." Ce se postavim v njegove cevlje, mi je absolutno vse jasno. Medtem ko ga imamo za boga znanosti, on ve, cesa vsega še ne ve! Verjemi v svoj glas Tisti, ki se svoje nekompetentnosti ne zavedajo, sami zase namrec mislijo, da so carji! Ti samooklicani strokovnjaki trpijo za t. i. Dunnig-Krugerjevim efektom. Tisti, ki meni, da je samooklicani strokovnjak, to z gotovostjo ni, ker ima, ironicno, te dvomljive misli o sebi samo pravi strokovnjak s sindromom vsiljivca. Za pravega strokovnjaka je znacilno, da ga drugi vidijo in prepoznajo za strokovnjaka. On pa je tisti, ki dvomi v legitimnost njihove ocene. Mnogo slavnih ljudi vsak dan ucinkovito premaguje svoje notranje demone. Maya Angelou je nekoc dejala, da se vsakic, ko izide njena nova knjiga, spopade s strahom, da jo bodo zavrnili, ceš da njene pesmi zares niso dobre. Sheryl Sandberg. David Bowie. Sonia Sotomayor. Howard Schultz. Serena Williams. Tom Hanks. Tina Fey. Ryan Reynolds. Arriana Huffington. Robert Pattinson. Lady Gaga … Vsi ti so uspešni ljudje, ki so svojega vsiljivca javno priznali. Uspešni so, ker se s svojim vsiljivstvom spopadajo. Ker pušcajo dvome doma in jih ne nosijo s seboj na delo. Mnogo sposobnih, ucenih in talentiranih ljudi pa se z razlicnimi izgovori vselej znova samosabotira in nikoli ne doseže uspeha, ki bi ga lahko. Morda tudi vi poznate nekoga, ki tik pred ciljno crto najde tisoc in en izgovor ... Mojstrovine mnogih tako ostajajo zaklenjene v predalih. Ideje ostajajo neizgovorjene in nerealizirane. Potencial neizkorišcen. John Lennon je nekoc dejal: "Vcasih sem sam sebi bog, vcasih pa najvecji luzer." Verjamem, da vsak od nas vcasih misli in cuti tako. Odlocitev o tem, katerega sebe bomo s pogumom vsak dan pripeljali na delo, pa je naša. Viri in literatura: 1. Clance, P.R., & Imes, S.A., (1978), The Impostor Phenomenon in High Achieving Women: Dynamics and Therapeutic Interventions, Psychotherapy: Theory Research and Practice 15 (241 - 247), http://www.paulineroseclance.com/pdf/ip_high_ achieving_women.pdf 2., Clance.P.R., (1985), The Impostor Phenomenon, Peachtree Pub Ltd 3., Grošelj, M., (2018), Fokus - Vzemi si cas zase in za svoj uspeh, Produktiva 4., Grošelj, M., (2019), Obvladaj tremo vsakdanjega življenja, HR&M, avgust/september, letnik 5. 5., Gleiser, T., (2013), Owning your authority, TEDxIsfeldWomen, www.youtube.com/watch?v=J3Em-IIAQ6I 6., Teller, A., (2016), The unexpected benefit of celebrating failure, TED, www.ted.com/talks/astro_teller_the_unexpected_benefit_ of_celebrating_failure Verjemi v svoj glas Samo na temelju enotnih vrednot lahko skupaj gradimo zdravo podjetje zadovoljnih posameznikov, ki z žarom v oceh ustvarjamo najboljše produkte na svetu. KER SMO DEWESOFT - LJUDJE. Custveno-inteligentna komunikacija skozi prizmo osebne energije Custveno-inteligentna komunikacija skozi prizmo osebne energije 1,3 kg dolocajo smer in moc osebne energije dr. Danijela Brecko Našo osebno rast ne omogoca le strokovno znanje, ampak predvsem tako imenovane mehke vešcine in spretnosti, med ka-tere na prvo mesto postavljam komunikacijo in odnose med ljudmi. Upam si trditi, da gre za eno najbolj razvpitih podrocij mehkih znanj, ki je navkljub veliko vložkom v raziskave ostaja še vedno v marsicem neznanka. Še zlasti, ce se zavedamo, da tudi kadar ne komuniciramo, nekaj sporocamo, torej komuniciramo. In tako se komuniciranja ucimo vse življenje, pri cemer nam naj bo vodilo opazovanje resnicnega življenja. 1,3 kilogrami, ki odlocajo o naših mislih, custvih in dejanjih in dolocajo smer ter moc osebne energije Kaj daje ton naši komunikaciji s katero se povezujemo z okoljem in ustvarjamo bolj ali manj ucinkovite medosebne odnose? Kdo nas pri tem usmerja, kakšno vlogo pri tem igrajo naše misli in naša custva? Kognitivna znanost, ki se trudi združiti vso razpoložljivo znanje o cloveškem vedenju, zaznavanju in cutenju po isto streho, pravi, da našo komunikacijo usmerjajo naši možgani, ki kot vemo, tehtajo le 1,3 kg, porabijo pa kar 18% vse potrebne energije, ki jo potrebuje naš telo za dnevno delovanje. Moj namen ni brskati po vaših možganih in iskati povezave med nevroni in morebitne anomalije znotraj njih, ki vplivajo na naš nacin komuniciranja, rada pa bi le na kratko, kako nastajajo naši odzivi ali kaj sproži naše vedenje ter nacine komuniciranja skozi prizmo naše osebne energije. Da to lahko storim, pa vam bom najprej predstavila fenomen osebne energije, ki ga raziskujem že desetletje in kajpak se tako kot praviloma vse, tudi fenomen osebne energije odvija v naših glavah, torej možganih. Fenomen osebne energije izhaja iz spoznanja, da vsi ljudje na tem svetu posedujemo naravno energijo, ki jo prinašamo v vse situacije v katere vstopamo. Prinašamo jo v delovna okolja kot tudi v vse medsebojne odnose v katere vstopamo. Osebna energija nastaja kot produkt naših misli, custev in vedenj. Drugo spoznanje pa je, da osebna energija nikoli ne izgine ampak se pretvarja/spreminja iz ene vrste energije v drugo. Osebna energijska matrika Matriko organizacijske energije sem preslikala v polje osebne energije, kjer lahko stanje osebne energije razlikujemo po dveh vidikih: glede na intenzivnost in kakovost, ki nam dajeta v preseku štiri razlicne vrste energije. Intenzivnost osebne energije izraža, do kakšne stopnje je oseba aktivirala svoj custveni, spoznavni in vedenjski potencial in v matriki predstavlja navpicno os. S tem mislimo na stopnjo custvene napetosti, pazljivosti, interaktivnosti in komunikativnosti. Razlikujemo med visoko in nizko intenzivnostjo. Prva je znacilna za visoko stopnjo custvene vpletenosti, mentalne aktivacije in zavzetosti, slaba intenzivnost pa opisuje nizko stopnjo teh stanj. Kakovost osebne energije pa opisuje, kako uporabljajo svojo energijo – koliko so custvene, spoznavne in vedenjske sile konstruktivno usklajene z našimi cilji ter v matriki predstavljajo vodoravno os. Pri tem razlikujemo med kakovostno in nekakovostno osebno energijo. Za kakovostno je znacilna konstruktivna uporaba osebnih potencialov. Svoja custva, sposobnost razmišljanja, pozornost, trud in dejavnosti usmerjamo v okrepitev svojih ciljev. Nekakovostna energija pa kaže pomanjkanje na usmerjenost k ciljem. Povzroca unicevalno uporabo osebnih potencialov. Ko je energija nekakovostna, posamezniki kažejo custva, kot so strah, razocaranje in nezadovoljstvo. Ko sem zacela opazovati komunikacijo skozi prizmo osebne energije, sem kaj hitro ugotovila, da moramo za ucinkovito komunikacijo ubrati prave strategije komuniciranja, glede na to, katera vrsta energije trenutno prevladuje pri našem sogovorniku. Razocarana stranka Tako sem nekaj casa nazaj obiskala svojo banko, da opravim doloceno storitev, ki sem jo lahko opravila le osebno. Prišla sem izjemno dobre volje, polna navdušenja in pozitivne energije iz ravnokar uspešnega zakljucka poletnega projekta, ki je v vseh pogledih presegel moja pricakovanja. Pred mano je cakal en moški. V mislih sem še vedno podoživljala uspeh naše ekipe in me cakanje ni zmotilo. Kaj hitro pa je mojo pozornost pritegnilo negodovanje gospoda, ki je cakal pred mano, zato sem prisluhnila komunikaciji, ki je potekala med njim in bancnim uslužbencem Stranka vpraša: »Kako dolgo pa bo še za cakat?« Uslužbenec odgovori: »Ja, gospod, ne gre hitreje, moramo preveriti dolocene podatke« . Stranka: »Gospod meni se zelo mudi, res ne bi šlo hitreje?« Uslužbenec: »Žal ne, drugje bi cakali še dlje, verjemite« Stranka se je obrnila nazaj k meni in mi prišepnila: » Veste gospa, sem mislil, da je banka XY najslabša, sedaj pa vidim, da so še slabše. Pošiljajo me od enega do drugega okenca, pa nikjer nic ne vedo«. Sama pri sebi pomislim: »No tole se je pa zacelo zanimivo zapletati, me pav zanima, kakšen bo konec, osebno pa se v to ne bom vpletala, ker pac to ni moja zgodba.« In ostanem tiho. Custveno-inteligentna komunikacija skozi prizmo osebne energije Energija razdejanjaEnergija produktivnostiEnergija malodušjaEnergija udobjaINTENZIVNOSTKAKOVOST EOS. FOR A DEBT-FREE WORLD. Stranka znova napade uslužbenca: »Na banki XY pa so mi dejali, da bi to uredili v 5 minutah« Uslužbenec pa mu na kratko odvrne: »Potem pa že ne spoštujejo zakonov«. Stranka mu tudi ne ostane dolžna in s povsem mirnim glasom, v katerem je bilo cutiti pridih velikega razocaranja odvrne: »Seveda jih, samo niso taki birokrati kot vi« Uslužbenec je bil ves rdec v obraz in je komaj zadrževal svojo jezo. Na pomoc mu je pritekla sodelavka, ki je razocarano stranko pospremila do drugega okenca, kjer je potem zakljucil svojo storitev, vmes pa še vedno žalostno negodoval sam zase. Vec kot ocitno je, da se je razocarana stranka nahajala v spodnjem levem polju osebne energijske matrike, saj je bilo v pogovoru zaznati veliko malodušja, razocaranja kot tudi nemoci, kako rešiti situacijo. Uslužbenec tega stanja ni pravocasno prepoznal in tako je ubral tudi neprimerno strategijo komuniciranja in ga, tako je kazalo, spravil še v vecji obup in negodovanje ... Potem pa sem bila na vrsti jaz in pristopila k še vedno jeznemu uslužbencu, ki je z vidnim naporom komajda spravil iz sebe stavek: »Kaj pa vi želite?«, in vmes pogledal še na uro, ki je kazala 7 min do 12 ure, ob 12 imajo pa odmor za kosilo. Takoj mi je bilo jasno, da ne bo lahko doseci svoj cilj, saj sem videla, da je gospod jezen in sem ga po obcutku sodec uvrstila v prvi levi kvadrat. Najprej sem dejala: »Dober dan vam želim« Moje ime je…. In k vam sem prišla po pomoc glede…. Verjetno boste potrebovali moj osebni dokument.« Uslužbenec se je malo zdrznil in dokaj neprepricljivo odzdravil, takoj zatem pa nezaupljivo vprašal: »Kdo vas je poslal k meni. Ali niste bila prej že nekje drugje?« Vec kot ocitno je bilo, da je sedaj tudi sam zapadel v spodnji levi kvadrat, zato sem se odlocila za nekoliko tvegano taktiko in dejala: »Gospod, videla sem, da vas je predhodna stranka razjezila, toda ne biti sedaj hudi še name. Prišla sem k vam, ker menim, da bi lahko pomagate rešiti moj problem. Saj zato ste tukaj, kajne?« Pocasi se je situacija zacela izboljševati. Krcevita drža uslužbenca je zacela popušcati in hitro je odvrnil, da sploh ni hud… zato sem nadaljevala: »Videla sem, da vas je moj predhodnik spravil v slabo voljo, toda to še ni razlog, da midva ne bi dobro sodelovala« Po tej intervenciji se je uslužbenec povsem umiril in zacel normalno funkcionirati ter opravljati svojo vlogo. Že po nekaj korakih sva prišla bližje rešitvi, pomagal mi je poizvedeti, kdo je skrbnik moj zadeve in mi na listek zapisal ime in priimek mojega skrbnika, njegov stacionarni in celo mobilni telefon in v vzdušju obojestranskega zadovoljstva, sva se poslovila. Z rešitvijo sem bila vec kot zadovoljna, vsega skupaj pa sva potrebovala manj kot 5 minut, pa še ta casa bi lahko bil krajši, ce se v zacetku ne bi tako »ogrevala«, kot sva se. Verjamem, da ni lahko ostati profesionalen v komunikaciji po podobnem dogodku, ki se je zgodil uslužbencu iz naše resnicne zgodbe, toda car osebne rasti je ravno v tem, da premagujemo svoj meje in smo vsak dan boljši in bolj profesionalni. Na podrocju komunikacije pa je to še toliko bolj dragoceno. Znati moramo prepoznati, kje trenutno v matriki osebne energije se nahaja posameznik, kakšna custva in misli ga prežemajo in temu primerno ubrati pravo strategijo komuniciranja. In temu se rece custveno-inteligentna komunikacija. V nadaljevanju tako predstavljam tri komunikacijske strategije v odvisnosti od trenutno prevladujoce vrste osebne energije posameznika. Strategije komuniciranja skozi prizmo osebne energije Komunikacijsko strategijo, ki je bila predstavljena, v zgoraj opisanem primeru imenujem Mobiliziranje in osredotocanje, uporabimo pa jo v situacijah, ko opazimo, da se naš sogovornik v prizmi osebne energije nahaja v levem zgornjem kvadratu, torej v energiji razjedanja. Takrat lahko predpostavimo, da pri njem prevladuje custvo jeze. V takih primerih, je treba ohraniti mirne tone, potrebno resnost, predvsem pa zelo jasno transparentno komunicirati, nenazadnje tudi odkrito spregovoriti o svojih custvih in pomagati sogovorniku prepoznati njegova lastna custva. Javni uslužbenec je namrec lahko premagal svojo jezo, šele takrat, ko jo je ozavestil. Šele ko je naredil prehod iz enega custvenega stanja v drugega (iz stanja jeze v stanje pripravljenosti pomagat) in se v nadaljevanju osredotocil na slednje, je lahko komunikacija ucinkovito stekla. Sedaj pa predpostavite, da ste vi v danem trenutku pocutite zelo dobo in se nahajate v stanju visoko produktivne energije, Custveno-inteligentna komunikacija skozi prizmo osebne energije Energija razdejanjaEnergija produktivnostiEnergija malodušjaEnergija udobja zadovoljni s sabo in svetom in polni navdušenja in strasti. Kako boste v takem stanju komunicirali s posameznikom, ki k vam pristopi z žalostnim obrazom in oddaja svojo bolecino v prostor? Takšen posameznik ima zelo nizko raven energije in se zelo verjetno spopada tudi z mocjo volje, rad nerga in hitro obupa. Na matriki osebne energije, bi ga uvrstili v polje energije malodušja. Po mojih izkušnjah sodec se ne obnese dobro, ce takšnega posameznika naslovite iz svojega stanja produktivne energije, saj ste zanj v danem trenutku »premocni« in ta energijska premoc velikokrat povzroci nasprotni ucinek. Namesto, da bi spodbudili komunikacijo, jo zavrete ali celo povsem prekinete. Sama sem bila prica dogodku, bil je to poslovni sestanek, ko je oseba z zelo nizkim stanjem osebne energije ob povsem poslovno korektni in neposredni komunikaciji osebe z visoko produktivno energijo, predcasno in brez ustreznega pojasnila zapustila sestanek. Nizko stanje osebne energije, kjer so prisotni obcutki nemoci, obupa, žalosti…, kar klice po tem, da posamezniku pokažemo privlacno prihodnost, kjer se da njegove probleme rešiti in mu hkrati dati vedeti, da mu želite pri ustvarjanju novega okolja pomagati. Ce bi naš bancni uslužbenec poznal strategije custveno-inteligentne komunikacije bi zagotovo z razocarano stranko komuniciral povsem drugace. Že sam zacetek bi moral biti drugacen. Predstavljajte si, kako bi se v nadaljevanju razvijala komunikacija, ce bi uslužbenec na vprašanje »Kako dolgo pa bo še za cakat?« odgovoril: »Gospod, zelo se trudimo za vas. Potrebujemo pa še nekaj podatkov, ki jih ravnokar pridobivamo, da lahko za vas opravimo storitev na najvišji kakovostni ravni, kar pomeni, da bodo boste po tem imeli stvari brezhibno urejene, kar si želimo za vas in kar verjetno tudi vi pricakujete od nas.« Energija razdejanjaEnergija produktivnostiEnergija malodušjaEnergija udobja To komunikacijsko strategijo imenujemo »Osvojitev kraljicne«. Posamezniki, ki jih prežema energija malodušja, zahtevajo veliko usmerjene pozornosti, argumentiranega pojasnjevanja, nežnih in spodbudnih tonov, predvsem pa jim je treba pokazati, da nam je mar za njih in jim pricarati privlacno prihodnost in kaj bodo oni v tej prihodnosti pridobili. Zelo hvaležni pa bodo tudi za kancek tolažbe. Energija razdejanjaEnergija produktivnostiEnergija malodušjaEnergija udobja Tretjo strategijo pa imenujemo »Premagovanje zmaja«, uporabna je kadar komuniciramo s sogovornikom, ki je izrazito mocno zasidran v coni udobja. Za te posameznike je znacilno, da so zelo zadovoljni sami s seboj, kar je samo po sebi dobro in olajšuje komunikacijo, v kolikor pa je cona udobja prevelika, pa lahko hitro postane tovrstna komunikacija neucinkovita. Za posameznike, ki se ujamejo v tej energiji, namrec velja, da so prijetni sogovorniki, primanjkuje pa jim agilnosti in akcije. Velikokrat jih prepoznate po tem, da se z njimi dolgo casa pogovarjate, toda konkretnih ucinkov iz tega pogovorani oziroma niso v sorazmerju z vašim komunikacijskim vložkom. Tovrstne sogovornike lahko srecate kjerkoli, tudi na banki, najpogosteje pa jih srecate med sodelavci. Pa si oglejmo primer komuniciranja iz cone udobja. Anja je poslovna asistentka v srednje veliki organizaciji in skrbi za tri projektne vodje. Vsi so zelo razlicni, kar jo veseli, saj se tako hitreje uci. Njen tretji vodja se je ravnokar pridružil organizaciji in z njim je imela pogovor o delovnih nalogah, ki se je zacel z besedami vodje: »Dobro jutro Anja. Boste imeli ta teden kaj casa zame?« Anja: »Vi samo povejte, kaj bi radi imeli.« Vodja: »Saj vas ne bom prevec namucil, uredili boste tisto kot ponavadi naredite za druge projektne vodje, sklicali sestanek celotne projektne skupine in pripravili gradiva za sestanek ter naredili tedenski pregled stanja projekta«. Anja: Kdaj tocno želite sestanek in do kdaj želite tedenski pregled stanja projekta? Vodja: »Datum in uro sestanka dolocite kar sami. Porocilo pa potrebujem do konca tedna« Anja je malce zacudeno pogledala, saj od prejšnjih vodij ni bila vajena tako ohlapnih navodil in dejala: »V redu, bom uredila« Anja se je lotila prve naloge, in že so se zaceli prvi zapleti. Ko je uskladila celotno skupino za sestanek, se je izkazalo, da je Custveno-inteligentna komunikacija skozi prizmo osebne energije na njen izbrani datum zaseden prav vodja. Prav pošteno se je namucila, da je uskladila nov datum, nato pa bila še »kregana«, da je bil sestanek sklican prepozno v tednu. Tudi pri pripravi porocila ni šlo vse gladko, vodja je bil s pripravo porocila sicer zadovoljen, so se pa pritožili clani projektnega tima, ker porocilo ni bilo zapisano v skladu z njihovimi pricakovanj in naj ne bi upoštevalo vseh kriterijev projektnega porocila. Anja se je iz tega primera veliko naucila in se trdno odlocila, da bo naslednjic bolj zahtevna pri komuniciranju z vodjem. V drugo je od vodje zahtevala: »Natancno mi povejte želen datum in uro sestanka.« Vodja je znova poskusil: »Pa saj to lahko dolocite sami« Anja: Tega ne želim. Najprej želim zagotoviti vašo razpoložljivost, saj brez vas sestanek ne more potekati. Prejšnjic smo sestanek komajda organizirali in še to prepozno, zato tokrat ne gre tvegati ponovnega sklicevanja in utegne se zgoditi, da sestanka sploh ne bo. Mislim, da je bolje, da najprej vi dolocite tocen datum. Tako bomo vsi bolj produktivni.« Vodja se je moral strinjati s tem in dejal : »No prav«, ter povedal želeni datum in uro, s tem, da je predhodno pogledal v svoj koledar, za katerega ni dovolil, da mu ga ureja Anja in si rezerviral cas. Anja je nadaljevala: »Ce želite, da vam pripravim tudi porocilo, vas prosim, da mi poveste tocno, kaj želite da to porocilo zajema. Z zadnjim porocilom sodelavci namrec niso bili zadovoljni. Najbolje, da mi to napišete in posredujete preko elektronske pošte. Vodja je malce pomislil, nato pa dejal: »Bom napisal« Anja pa je še nadaljevala: »Hvala za to, želim pa vam le še reci, da to potrebujem najmanj dva ni pred datumom oddaje porocila, ker moram pridobiti še vse potrebne podatke za kakovostno pripravo porocila, s katerim bodo zadovoljni tako vaši kolegi kot tudi vaš direktor. Ce vaših natancnih pricakovanj ne bom dobila pravocasno, potem ne bom mogla pripraviti porocila. V tem primeru ga boste morali pripraviti sami.« Anja je v drugo precej bolj trdno komunicirala in izbrala pravo strategijo, saj je pravilno presodila, da je njen tretji vodja ocitno malce preveckrat v coni udobja in inertnosti ter misli, da bo vse kar nekako šlo. Pri ljudeh, ki so v coni udobja, ne bo pomagalo, da jim slikate privlacno prihodnost in jih opogumljate, ampak jim morate postaviti na realna tla, jih torej izvabiti iz cone udobja in jim ustvariti obcutek nujnosti ter tudi komunicirati morebitne posledice v primeru neaktivnosti. In ravno to je naredila Ana. Vodji je jasno povedala, da je bil prvi sestanek organiziran prepozno, kar so sodelavci sprejeli z negodovanjem in mu tudi jasno nakazala morebitno posledico ob nespremenjenem nacinu dela. Enako je naredila s porocilom, vodjo je »predramila z novico, da sodelavci niso bili zadovoljni s porocilom, zahteva la od njega jasnejša pricakovanja in to pisno ter tudi povedala, kaj se utegne zgoditi, ce teh konkretnih pricakovanj ne bo pravocasno dobila in posredno nakazala kakšne posledice utegne to imeti zanj. Vas zanima kakšna je vaša osebna energija? Osebno energijo sogovornikov se boste scasoma naucili prepoznavati na »oko«. Tako boste lahko izbirali ucinkovitejše strategije komuniciranja z namenom uspešnega in dolgorocnega sodelovanja ter doseganja komunikacijskih ciljev. Zagotovo pa ste ob tem radovedni, kakšna je vaša osebna energija. Lahko jo izmerite s pomocjo brezplacnega vprašalnika, ki ga najdete na spletni strani: http://www.mlcljubljana.com/ocenaEnergije/. Pa veliko dobre energije želim. Custveno-inteligentna komunikacija skozi prizmo osebne energije GASTRONOMSKA AVANTURA NAMOJ NACIN. OKUSTI SLOVENIJOSlovenija kot ponosna nosilka naziva Evropska gastronomska regija 2021 spodbuja razvoj zelenih dobavnih verig za avtenticno doživetje slovenske gastronomije. #ifeelsLOVEnia #tasteslovenia#ERG2021www.tasteslovenia.si Donacijo nakažite na racun Ustanove Gallus SI56 0201 1001 6061 274 pri NLB Ljubljana, s pripisom »za mlade talente« ali nam pišite na info@ustanova-gallus.si, da se dogovorimo o obliki mecenstva. Postanite mecen Ustanove Gallusin sodelujte pri podpori in razvoju mladih glasbenih talentov! 1990 – 202030 let Knowledge for TrustSIQ is a professional, independent, and impartial institution providing complete testing, assessment, training, certification, and inspection services. We build trust in a safe and responsible society. Zahvala Zahvala za sodelovanje v projektu Organizacijska energija 2020 Ajpes Aquasystems d.o.o. Dewesoft d.o.o. EOS – KSI, Upravljanje ter-jatev d.o.o. Infonet Media d.d. GVO, d.o.o. Kaval Group Media24 RLS Merilna tehnika, d.o.o. SIQ Ljubljana, d.o.o. Slovenska turisticna or-ganizacija SSI – Schaefer, d.o.o Navedena so le tista sodelujoca podjetja in organizacije, ki so dovolila objavo! POSLOVNO PIC RETORIKOOBVLADAJTE VAŠOZA VEC INFORMACIJ KLIKNITE NA OGLAS ALI PIŠITE NA META@METAGROSELJ.COMM12 TEDENSKO IZOBRAŽEVANJE ZA PODJETJA, KI SI ŽELITE IZPOPOLNITI SPRETNOSTI VPLIVANJA INPREPRICEVANJA SKOZI KOMUNIKACIJO VAŠIH VODIJ, VODITELJEV IN STROKOVNJAKOV! Diplomanti študijskega programa Management in pravo (VS) pridobijo: - naziv: diplomirani(a) poslovni(a) pravnik(ca) - znanja managementa in poslovnega prava za samostojno delo na razlicnih podrocjih srednjega in nižjega managementa, - prakticna znanja s podrocja uporabe sodobnih digitalnih orodij v poslovni praksi (SAP, Bisnode, Spletni marketing), - priložnost uveljavljanja delovnih izkušenj in znanj pri opravljanju visokošolskega študija. Magistranti študijskega programa Management in poslovno pravo pridobijo: - naziv: magister(ica) managementa in poslovnega prava- znanja managementa in vodenja poslovnih sistemov in s tem povezana znanja poslovnega prava, - vešcine, nujne za uspešne managerje, ki so diplomirali na tehnicnih, filozofskih, medicinskih, zdravstvenih, naravoslovnih, umetniških in drugih študijskih programih, - priložnost uveljavljanja delovnih izkušenj in znanj pri opravljanju magistrskega študija. DIPLOMIRANI POSLOVNI PRAVNIKMAGISTERMANAGEMENTAIN POSLOVNEGA PRAVA ŠTUDIJ ZA PRIHODNOST!Vljudno vabljeni na MLC Ljubljana in izberiteVec informacij na: www.mlcljubljana.comŠTUDIJ ZA DIGITALNO PRIHODNOST MANAGEMENTA IN POSLOVNEGA PRAVAMLC ODKRIVANJE, RAZVOJ INZADRŽEVANJETALENTOVRešitve za vsakogarObišcite: www.sofos.siZa rast vaših potencialov DOBRE www.organizacijska-energija.si