This is the cruel reality of enterprise management.
Although in writing, colleagues all know how to do business, brand and enterprise from 0 to 1. But in reality, it is not allowed to drag a mortal fetus to deal with other mortal embryos every day? As long as it is physical, it is difficult to escape the differences in blood gas, emotion, emotional intelligence, professional business and environment. Companies, big or small, will inevitably encounter various management problems.
1. Let's briefly review: What is entropy increase and entropy decrease? Entropy is a concept of thermodynamics. The transfer of heat is an automatic transfer from high temperature to low temperature, which will eventually reach thermal balance in a closed system. This process is called "entropy increase", and the final state of equilibrium is entropy death, also called thermal silence. The second law of thermodynamics is also called the law of entropy increase.
Bottom line: Everything is on the way to death from the moment it is born, and death is eternal. What we can do is to delay the process of death. To delay death, it is necessary to break the balance and stability of the system and maintain its vitality.
The second law of thermodynamics is the law of closed system, and one of the ways to avoid entropy death is to establish dissipative structure. Dissipative structure is a new concept put forward by Prigogine when he expounded the evolution process of life system without violating the second law of thermodynamics, so he won the 1977 Nobel Prize in chemistry.
From 2065438 to September 2007, Huawei President's Office issued an email entitled "The Bright Arrow of Huawei's Entropy", which systematically expounded Ren's "entropy reduction" theory. Since 20 12, Ren has mentioned the concept of "entropy" in seven articles and speeches. Huawei introduced thermodynamic theory into corporate governance system as a unique theory of corporate management.
Ren is the first entrepreneur who introduced the concept of entropy into enterprise management and systematically expounded it. In Huawei, there is a vitality engine model-entropy reduction model.
2. No matter how big or small a company is, it is possible to have "entropy increase". In addition to the book Entropy Reduction, five years ago, I also shared another book, The Cycle of losing streak, written by a Harvard professor, which also studies how enterprises fall into the cycle of losing streak step by step. And various diseases within the enterprise.
Here, in reality, we often find that similar entropy increase problems will also occur in small companies and large companies.
Why?
Obviously, this has little to do with "enterprise scale". Actually, it has something to do with "ethos".
What is "ethos"?
As the name implies, it is the company's language atmosphere, work style, communication style and cognitive style. Companies, big or small, have their own "ethos".
"ethos" often has three characteristics:
1. concealment-it is often not easy to be found, and it has an impact on people in a subtle way. 2. Infectious-it will quickly sweep the whole company 3. Inducer-bad atmosphere often leads to negative phenomena such as "rent-seeking". And a good atmosphere will often improve efficiency. 3. How did the corporate atmosphere get worse step by step? First of all, we must admit a basic reality that there is no 100% perfect company management and company environment, just like there is no 100% perfect people and life. As long as you don't live in the "second dimension", you should understand this.
But there are differences in corporate ethos-some good, some bad; Some are getting better and better, and some are getting worse.
Here, let's take a look at how the atmosphere of an enterprise is getting worse step by step. Only in this way can we better understand-how can the corporate atmosphere become better? And it may not get better at all.
Judging from the time of its appearance, the process of the deterioration of the general business climate is probably as follows:
1. How many people start?
At the beginning, only 1 person or several people may be engaged in things, such as gossiping, negativity, spitting, rent-seeking, paddling (being lazy), cheating, deceiving the superiors and deceiving the subordinates, queuing up to gather in the mountains, privately destroying customer relations and so on.
2. Infection to tissues
Unconsciously, this trend began to spread throughout the organization, and more and more people were affected. In a subtle way, they also started gossiping, being negative, spitting, rent-seeking, paddling, cheating, deceiving their superiors and deceiving their subordinates, standing in line and gathering mountains, and undermining customer relations in private.
As a result, most people began to recognize themselves, their colleagues and organizations involuntarily, becoming more and more "Jianghu-oriented, emotional and dualistic, and losing their majors more and more.
3. Bad money drives out good money
Once the vicious atmosphere spreads to the whole company, it is inevitable that bad money will drive out good money. More and more people will be silent and leave their jobs quietly.
4. The cycle of losing streak until extinction
Enterprises will keep leaving their jobs, complaining, leaving their jobs and complaining again, and fall into a losing streak cycle. Then the whole company may be terminated.
4. The root of bad atmosphere: Although leaders don't want to admit it, in the final analysis, it may be leading themselves (there may be more than one empty finger here), followed by institutional problems. Finally, the problem of specific employees. Everything comes from leadership-or failure to find or solve problems early, as well as connivance and luck.
First of all, there may be problems with recruitment from the beginning.
When recruiting, many colleagues are more casual and cooperate with the boss's preferences, or only pay attention to talent, personality and character, which leads to lax control at the beginning and recruits many people with professional ethics problems, even serious personality problems, or personality problems.
This point has long been mentioned in Professor Chen Chunhua's article-pay attention to virtue when recruiting and talent when recruiting.
There are also some candidates, not because of virtue, but because of ability or professionalism. This is generally difficult to see at first, and clues can be found in the probation period or running-in period. At this time, it is good for both sides to communicate frankly and properly as soon as possible.
Second, there is a lack of clear and repeated publicity on organizational culture, ethos and principles.
It is difficult to form a good atmosphere and a good environment spontaneously by people's consciousness. Because human nature itself is like this, doing good is like sailing against the current, while doing evil can spread thousands of miles.
As mentioned in Entropy Reduction, everyone wants to live comfortably, be self-centered and tend to be lazy, but if the company wants to achieve the collective goal, it must strive to urge everyone to overcome inertia and be self-centered, which requires repeated and clear publicity of good culture, good system and good atmosphere.
Many leaders are busy with their own business, or they don't pay much attention to the propaganda of the organization, or they are used to indirect expression, so that they can't communicate directly with culture and system, so that the team members of the whole organization don't know what culture, atmosphere and system the company advocates. Or, in fact, I know at all, just playing dumb. In other words, some people don't even bother to pretend to be stupid, depending on what you can do.
Of course, 90% is more common-the following people are busy guessing the boss's thoughts and gossiping about the boss's movements every day. They are not responsible for the project objectives, but just want to satisfy their boss's preferences.
This is very terrible.
It can be said that there must be such people in every organization, which is human nature and can't blame team members. Instead, leaders should check themselves:
Why didn't you communicate clearly, frankly and repeatedly about the culture and principles of yourself and the whole organization?
Why do you hide or ignore this question? Why indulge such speculation and gossip? Why should we create an atmosphere of ancient emperors when we can clearly solve it with a clear "no" ...
Behind this is actually a profound insight into human nature-it may be a lucky self, a pattern problem, a personality problem, or a simple neglect and unintentional loss.
Third, there is a lack of clear and fair reward and punishment system.
How do you feel if you have a companion who is lazy and doesn't work and complains about gossip every day, but his salary is not affected? If such cases increase, the company atmosphere will naturally get worse and worse.
Therefore, we must establish a clear and fair reward and punishment system. Of course, this does not mean that detailed management systems such as KPI and OKR must be formulated, but that they should be fair in principle and the details can be carried out according to the company's situation.
What is fairness in principle?
It is to reward and encourage "good atmosphere"; It is certainly better to resolutely stop and abandon "bad atmosphere", such as salary and performance management. If the company is small, there is no need to do complicated and refined management, just have a general principle guidance.
We must be more careful here. The leader himself pays special attention to the personal evaluation of team members. In principle,
1. Don't praise and criticize blindly. 2. Talk about things and put forward specific case support. 3. Minimize random personal evaluations. 4. Try not to be emotional. 5. Try not to have personal preferences or obvious bias, but be careful not to "over-manage". Be wary of such "management-loving" people, who often hide their personal gains and losses, honors and management desires, and easily lose more than gain, and the damage outweighs the contribution.
Fourth, the lack of courage and luck to cut the gordian knot.
When there is a bad atmosphere in the organization, the sooner we deal with it, the better the effect, and the easier it is for everyone to be happy. If it is delayed in the future, it will have immeasurable negative impact and the loss may be even greater.
"Early handling" tests not only sharpness and professionalism, but also courage and luck. If you are lucky, you will always want to delay, and always feel that you may still have some benefits, or there may be better conditions, which will actually delay the best time to deal with the problem. Unless there is another very decisive, professional and powerful leader, it is possible to gradually improve, otherwise it will fall into a "losing streak."
5. Prevention is better than prevention. Of course, it is best to solve the problem from the source and prevent it as soon as possible. But the question is how to prevent it? When problems arise, how to solve them?
Frankly speaking, management or media masters may have a perfect solution in theory, but it is really too difficult to operate in reality-let's go back to the old saying: how can a flesh-and-blood body manage other flesh-and-blood bodies perfectly like a machine? It will inevitably bring its own weaknesses such as emotions, prejudice, selfishness, carelessness and so on.
Human nature.
Therefore, in reality, as a leader, it may not be perfect management, and it is difficult to satisfy everyone while implementing refined management. As a team member, don't expect the leader to be like a perfect hero, and everything can be handled seamlessly to satisfy everyone-because this can't be done, and it is not the core goal we should care about.
"Satisfying everyone" is not the collective goal of an organization. There are only two collective goals of the organization: to live and live well. In order to survive and live well, many indicators and elements of the intermediate process cannot be too demanding. As long as you grasp the overall situation and pay attention to the small details that may affect the overall situation, nothing else is important.
For example, organizational atmosphere is a core issue involving the overall situation, and it must be prevented as soon as possible. Prevention is better than no prevention.
1. Try to strictly control the recruitment barrier. 2. Try to clearly and repeatedly publicize the corporate culture and principles. 3. Try to have a clear and fair reward and punishment system. 4. When the problem is still unavoidable, try to cut the gordian knot. In the future organizational structure, it will actually become more and more "decentralized and hierarchical" and become a project system. Everyone can be a leader and support each other's teams. Everyone should think about it, and everyone should study. Don't relax your growth requirements just because you are not in the leadership position for the time being, and don't criticize the leadership. One day you will be independent. Don't stare at others just because you are in a leading position.
In short, at any time, learn to manage yourself first, then learn to manage others. Peer * * * encouragement.