| It would be impossible to count the number of times | | | | Different Behaviours creating Different Outcomes… |
| a day comments are made about one ego or | | | | A new warehouse management process is about to |
| another. There’s no denying every one has a | | | | undergo the final stages of testing prior to being |
| sense of self; it could be high or low self-esteem, or | | | | rolled out across all European operations and, while |
| an inflated or minimized sense of one’s own | | | | you’ve been praising everyone for their efforts |
| self-importance. Ego can be extremely constructive | | | | to encourage a last push for the final delivery, a |
| with increased self-esteem driving us forward to | | | | major problem has occurred. The RF Scanners |
| achieve better, faster, more. It can also be negative | | | | purchased months ago will not work with the |
| and downright destructive particularly when | | | | software and testing has ground to halt. What |
| one’s own level of self-importance no longer | | | | happens next? |
| exudes a natural level of confidence but rather is | | | | When the behaviour of Ego is triggered this is what |
| perceived by others as complete and utter | | | | usually happens. Questions are asked for information |
| arrogance. | | | | to be gathered but the responses are paid lip-service |
| An inflated sense of self-importance is neither | | | | because at the same time instructions are issued on |
| collaborative nor adaptive. It already knows what | | | | what to do. There is likely to be escalation without |
| needs to be done and how to go about doing it. | | | | qualified understanding, demands on the Vendor for |
| There is no room for other ideas, opinions or input | | | | immediate resolution, and various other actions that |
| even if they’ve been actively asked for. | | | | will be viewed as self-protection. The result is |
| Can this behaviour deliver the results? Sure, | | | | normally one of confusion, annoyance, long hours, |
| eventually and usually by default rather than by | | | | lost time and demotivation. |
| design. Often though it is after a long drawn-out | | | | When a different behaviour is triggered there’s |
| process full of issues, disruption, lost time and | | | | room to collaborate. Where the possibility to adapt |
| increased costs. All things that could with a bit of | | | | swiftly to the noise pollution and frustration exists |
| effort and some different behaviour, quite easily | | | | and acts as a calming influence to all. Quick |
| have been avoided. Interestingly enough, Ego | | | | information gathering conversations are organised to |
| generally only cares that delivery has happened. It | | | | get the information necessary for sufficient problem |
| has little or no awareness of the carnage and anger | | | | definition and clear communication across the |
| (yes anger) it has left in its wake. If there is any | | | | organisation. Collaboration ensures people feel valued |
| spec of awareness Ego more often than not moves | | | | and are willing to participate. Short-term contingencies |
| directly into a blame culture pointing fingers as others | | | | with sensible long-serving resolutions are organised |
| must surely be at fault. Does this behaviour make | | | | appropriately. The result is normally one where those |
| those involved excited and motivated about working | | | | involved clearly understand the impact, are focused |
| with Ego again? (nanosecond pause for thought…) | | | | and willing to do whatever is necessary. |
| Nope! Be aware the pointing finger - when one finger | | | | Through collaboration and adaptation the decision |
| is pointing out there are 3 pointing back! | | | | maker can ask questions that dig below the surface, |
| We all see and experience this type of behaviour at | | | | involve the obvious people along with those less |
| work, in sport, in the community and in politics. If you | | | | obvious with an equally valuable contribution to make, |
| say ‘I haven’t’ then you’re likely to | | | | and gather the information necessary for an |
| be one of 3 things: | | | | appropriate yet quick resolution. |
| - telling a toddy-hopper (fib) | | | | Note the reference to an ‘appropriate’ |
| - your Ego's talking; or | | | | resolution and not the ‘right’ one. Why? |
| - you’re very lucky! | | | | Because there is no right or wrong, there is only |
| | | | | what is most appropriate at a given point in time with |
| So, let’s see how, when Ego is left outside, a | | | | the current information available, the variables at play |
| different behaviour can occur and different outcomes | | | | and what is known or projected at that moment |
| are realised. | | | | about the future. |