2021-10-21

Why are companies, both large and small, prone to internal friction, fragmentation, and serious wrangling?

How to fundamentally solve the problem of internal strife in organizations?

From the perspective of organizational construction, what factors should be considered when recruiting talents?

What is the underlying logic of the reward and punishment mechanism?

1. In the era of personalization, organizations face fundamental challenges

To recognize the organizational problems within the enterprise, we cannot just look for answers within the organization. I think we need to stand in a more Look at it from a high dimension.

An enterprise is not a closed organization. An enterprise is first and foremost a component of society, and individuals in an organization are first and foremost social beings. For an individual, the organization is only a part of all his social relationships. His thoughts and cognitions are more influenced by social trends of thought.

We know that the best state of organizations and individuals is the perfect combination between employees’ personal dreams and the organization’s dreams. In this way, the efforts of the organization and employees will be consistent and harmonious.

For example, from the 1990s to a few years ago, when you talked about struggle and passion within the organization, you would not encounter too many challenges, because during this period, the entire external The mainstream voice of social thought is that hard work, struggle, and getting ahead are all natural and are what most people are pursuing. It is relatively easy to organize during this period. What the organization and employees want are consistent in the general direction. The only thing that worries you is the difference in methods.

But what is the situation today? When an organization talks about struggle and passion, the first challenge you face does not come from within the organization, but from the external social trend of thought, which takes the pursuit of individualization as the mainstream. Struggle, passion and dreams are no longer the unified consciousness of the entire society. Times have changed.

The trouble this shift brings to organizations is fundamental.

Organization, in essence, is a collective, and the attributes of the collective determine that it must form a collective consciousness.

***Consciousness is the source of organizational efficiency, and efficiency is the original intention of human beings to establish organizations.

Especially in a market economy environment, if an enterprise wants to survive, it is an inevitable choice to make struggle, passion and dreams become the organizational consciousness. Otherwise, it will not survive. This is the responsibility of the enterprise. Fate.

This huge gap between the destiny of the enterprise and the era of personalization is a gap that every organization must cross today.

2. How to deal with challenges?

So, how to bridge this gap?

Personalization is not a bad thing, it ensures the diversity of society, but society has social characteristics, and enterprises have corporate characteristics. From a business perspective, you have to approach personalization with caution. If a company only caters to personalization, there will be no need for an organizational mind.

Organizational mind is the default thinking mode formed by an organization, and the default thinking mode of this organization is consciousness.

So, I think that although many people in organizations are studying the issue of personalization, as an enterprise organization, we cannot blindly cater to this issue.

3. "Do the hard but right thing" in selecting people

3.1 Importance

The most important thing is that you have to think about your organization well. After thinking about what kind of people you need, insist on doing the difficult and right things. Every organization has its own selection criteria, but the most basic criteria, such as being relevant and willing to work hard, may be the same for most companies. It is not difficult to set this standard. The difficult thing is whether you can stick to it.

What is difficult but right thing? Even if 90% of young people in society have no desire for sex, there are always 10% of young people who still choose to struggle. What we have to do is to find these 10% of young people.

This decision is very difficult for the organization. You can imagine the scene. The business side is crying for help. Every day I tell you that I am short of people. If there is no one, my business cannot be carried out. There are even some businesses. Therefore, we started two months late; the recruitment department would also complain, saying that we have provided so many resumes, why can't you look down on any of them? This makes you very stressed.

For example, when we recruit a director, we interview about thirty or forty people. We can interview each person for up to four or five hours, and the shortest time is about two hours. We are willing to pay huge costs and fees to recruit a person who is willing to fight, rather than someone who has no desire.

In fact, this account is easy to calculate. It is a trivial matter for you to waste your capital costs by sneaking in a person. More importantly, he will bring your business into a pit and your team. The cost of bringing someone into the pit is much greater than the cost of carefully selecting the person you want.

We are indeed picky in talent recruitment, but I think if an organization grasps the talent level well, it is probably half the battle. We all know that "if the person is right, the thing will be right", but only by putting you under that pressure can you see whether you truly believe this statement.

3.2 Solid people

For Yidianyun, in addition to sex, we will also choose solid people.

If an enterprise is an ambitious enterprise and is constantly pursuing rapid development, various positions in various departments are likely to encounter difficulties. No position can survive.

When encountering a problem, the most important thing is to have the courage to face the problem head-on instead of trying to muddle through it. Therefore, you will inevitably require that communication within the organization be frank and direct, point out problems if they arise, and correct mistakes if they are made. Otherwise, if this organization focuses every day on how to refine communication skills, on not offending colleagues, and on how to maintain workplace etiquette, wouldn’t it be broken?

As long as you are honest, you should not have a glassy heart, and don’t be criticized for three days without being able to relax. It cannot be said that many people are now crusade against PUA in the workplace, so they just call normal criticism and self-criticism PUA in the workplace. Anything taken to the extreme will cause problems.

3.3 Kindness and altruism

Also, we will choose people who are kind and altruistic. This is very important, especially for a company with a strong sense of mission like Yidianyun. I think there are two types of companies, one is a company that regards making money as its purpose, and the other is a company that takes making money as a natural result and solves social problems as its purpose. The former is just a business, while the latter is a career.

If you don’t have an altruistic spirit, if you don’t want this society to be better, and you don’t want others to be better, but you just want to make money, such a person cannot run the second type of enterprise. The second type of enterprise is the one that can truly survive for a long time. In essence, when a company thinks about solving social problems and solving customer problems every day, then why should it worry about being abandoned by customers?

Yi Dianyun belongs to the second type. This positioning determines that he must shoulder his own social responsibilities. If a person does not have an altruistic spirit and a kind heart, it will be difficult for the company to fulfill its social responsibilities. Moreover, kindness, as a human character, is difficult to change. It is too difficult to turn a selfish person into an altruistic person, so this is a very important selection criterion.

3.4 I will also choose people who I can’t understand.

This may not be easy to understand, but I think everyone has their own shortcomings and cognitive blind spots, especially the cognitive blind spots of the times. No matter how willing we are to accept new things, if I were not born in this era and have not experienced everything that young people in this era have experienced, I would not be able to empathize with them. If I can fully understand a person's thoughts, then I will think that he is old, very old.

So, when we are recruiting, for example, recruiting leaders of organizational culture, one of the reasons why I like him is that I don’t understand many of the words he says, and I don’t understand many things. The reason why I choose such a person is because I think every organization needs to keep pace with the times and become younger. If a company's management begins to become complacent and self-righteous, and begins to feel that they are always right, the end result can be dire.

Also, we don’t really like professional managers, I want partners more. If you want to be a professional manager safely and make money, sorry, this is not the person we want. For Yidianyun, what we are doing is a TO B business, which requires long-term and intensive development. In other words, it is a hard job. What we need are partners who agree with our mission, vision and values, not careers. Manager.

4. Take a long-term view in hiring people

Persisting in doing the hard and right thing in selecting people is only the first step. More importantly, how does an organization view the outstanding people you select?

For example, in terms of employment mechanism, we adhere to the job rotation system. Many positions in an enterprise actually have ceilings. If an excellent person is allowed to hold up his ceiling for a long time, it will definitely bring about two results. One is that he will resign because his position cannot be moved. If there is a better development, you can only resign. The other type is someone who doesn't want to leave his job and will just lie down and dawdle. Anyway, he is already very comfortable and can complete the work just lying down. Either way, it is worse for the company and the individual.

We encourage all employees to change jobs when possible. Of course, the company will pay a certain price for doing so. For example, if an employee is new to a field and is not familiar with the business, he or she may not be comfortable doing it, which may temporarily affect performance. It doesn't matter, just spend a few months supplementing your industry knowledge. As long as your "processor" is powerful enough, you will be able to create more possibilities in life. And this must be beneficial to the long-term development of organizations and people. There is no free growth. The key is that you must take a longer-term view of the organization and people.

In terms of salary and performance adjustments, we insist on allowing Yidianyun employees to earn more money in a reasonable and reasonable manner, rather than racking their brains one-sidedly to think about how to reduce labor costs. We must clearly realize that any employee is smarter than the company and must see through issues involving his or her own interests.

All employees of Yidianyun have access to company options. As long as you are good enough, we will ensure that you get something worthy of your hard work. The value of options in the hands of our employees ranges from tens of thousands to hundreds of thousands to millions. The future listing of the company will increase the value of the options in their hands several times or even dozens of times. Of course, we also face the problem of belief or not when it comes to options.

In fact, many problems will return to this issue in the end.

So, fundamentally speaking, first of all, deep down in our hearts, do we really hope that young people will get something for their hard work, and are we really willing to share the development results of the enterprise with the strivers? If you just use options as a means to fool young people, it will definitely not work. Sooner or later there will be problems; then, do you have the confidence to lead this company to achieve several times or dozens of times of value-added? This letter is Believe in the industry you are in, your organization, and everyone in your organization.

In an era of personalization, don’t try to make the organization meet every personalized need, that is impossible. The result of satisfying every individualized need is that no group will be motivated. What the organization has to do is to bring in the people you want, let them grow and get benefits in return.

5. Solving people’s underlying logic: forming an organizational mind

I emphasize the return of benefits because it is precisely the underlying logic of the formation of an organizational mind.

5.1 What is organizational mind?

I think chaos defines the organizational mind very well. It is the default thinking mode settled by an organization.

The organizational mind of an organization cannot form itself. It is formed through repeated positive feedback in a larger dimension. This larger dimension is the value network.

Just like a person's mental model cannot be formed in isolation, it is formed by continuous positive feedback in the personal value network. When a person does this, he can always get positive feedback, and only then can he default to a certain thinking mode. So do organizations.

An organization in a value network uses a certain mental model to continuously release value to the value network it is in. At the same time, its value network continues to provide positive feedback (rewards) to the organization. After the organization receives this positive feedback (reward), it also gives positive feedback (promotion, salary increase) to the individuals in the organization who follow this mental model. This cyclical process is the process in which the organizational mind is continuously strengthened until it becomes the organization's default way of thinking, no longer needing to think or falsify.

Chaos combines the two concepts of organizational mind and value network to study, which I think is extremely valuable.

Of course, no longer needing to think or falsify is beneficial to greatly improving organizational efficiency. The negative side it brings is that the organization will become rigid and lose adaptability. Once the value network changes, the stronger the organizational mind formed based on the original value, the less adaptable it will be.

5.2 Why is the goal of forming an organizational mind?

Organizational thinking is a double-edged sword, but this does not prevent us from taking the formation of organizational thinking as our goal.

In fact, whether you set the goal of forming an organizational mind or not, the organizational mind will naturally form. The only difference lies in whether a healthy organizational mind can be quickly formed.

Once a mature organizational mind is formed, many of the original intermediate processes can be omitted. Some things do not need to be discussed and can be done directly based on previous experience. This can greatly improve organizational efficiency. Because everyone has too many different default ways of thinking, the same default views of right and wrong, and the same default rules...

When the content that needs to be debated in an organization becomes more and more When there are fewer, organizations tend to become more and more efficient. Its opposite is internal friction within the organization, the so-called wrangling.

The same is true within an organization. For example, a person can communicate simply and directly when doing everything, he can seek truth from facts in everything, and he can do everything to the extreme. He was quickly promoted and awarded stock options. After seeing this, other people in the organization will follow suit in order to be promoted and receive option rewards, becoming simple and direct, seeking truth from facts, and pursuing the ultimate. As more and more things like this happen, the organizational mentality of being simple, direct, pragmatic, and striving for the ultimate is gradually formed.

After the formation of such an organizational mind, many communication barriers are eliminated. For example, employees no longer discuss how to get promoted in the organization. Do they have to flatter each other? Is it going to be deceptive? It saves a lot of internal friction like this, which of course also improves efficiency.

One of the purposes for humans to establish organizations in the first place is to improve efficiency. For example, if one person goes hunting hares, he can hunt one rabbit a day, and two people can hunt three rabbits together... If it is not based on efficiency in nature. Considering that there is no need to establish an organization at all, one person can hunt two hares in a day, and two people working together can hunt four, so why do we need to establish an organization? Therefore, the biggest role of the organizational mind is to improve efficiency. This is its importance. In today's era, the efficiency of an enterprise can directly determine the life or death of an enterprise.

5.3 The emergence of mediocrity is due to a problem in one link in the process of forming the organizational mind.

The organizational mind is formed by continuous positive feedback. Why is your organization filled with mediocrity? The simplest reason is that strivers don’t get enough positive feedback, and mediocre people don’t get enough negative feedback.

Take the reward mechanism as an example. If the company’s profit this year is 10 million, and if 3 million or even 5 million or 6 million are used to reward all employees who have contributed, then the positive feedback will be It happens within the organization, and everyone wants to get rewards through struggle. On the contrary, if only 100,000 or even less is used to reward all employees, then most people may feel that they have been cut off, and whether they work hard or not is irrelevant, so they will give up or leave the organization.

Similarly, when a mediocre person in this organization does not receive negative feedback, he can get the same incentives as a striver, so why do the strivers still struggle? In this way, not only cannot the organizational mind be established, but it may be destroyed.

In a company, if some people have been ignored, not seen, not motivated, and have no positive feedback, then it will not form an organizational mind. Therefore, the emergence of mediocrity is caused by problems with the incentives and punishments in the process of forming the organizational mind.

Take Yidianyun as an example. We will increase the salary ratio of the top 20% of employees and the bottom 20% of employees as an organizational goal, which is to make real efforts The good people get more, and the mediocre people get less. An organization should use this kind of feedback to attract and retain the real strivers and eliminate the mediocre ones.

The difficulty in forming an organizational mind is not to set up such a good mechanism, but to insist on doing difficult and correct things and insisting on positive feedback. It does not happen overnight, it takes a long time to form. Why do many companies fail to learn from Alibaba and Huawei? In my opinion, the most fundamental reason is that they only want to learn things that are beneficial to them, without thinking clearly that any good thing requires dedication and sacrifice. of.

To give you the simplest example, when an employee with good performance violates the company's values, what choice will you make? When you are not faced with such a thing, you will say, I will definitely fire him, but when this matter is actually put in front of you, most people will hesitate. More people’s choice is to keep it first and then fire it when there is no performance pressure on my company. You want everything. That's impossible. The organizational mind is formed through difficult trade-offs, not the best of both worlds.

In short, whether it is persistence and rigor in talent selection or the mechanisms and means to encourage young people to grow, companies need to have the courage and courage to make sacrifices. You must believe that this kind of effort and sacrifice is worth it. You can imagine a picture like this, when your company is a team of people who are willing to stand and run forward, while half of other companies are made up of mediocre people. , the outcome of the game can actually be predicted from the beginning.

5.4 How to extend the "life" of the organizational mind

The organizational mind, this default way of thinking, does not require discussion, falsification, or thinking, and naturally improves it to the maximum extent. Organizational efficiency. But unfortunately, it has boundaries. This default way of thinking itself comes from the summary and induction of successful experiences. The implicit assumption of induction is that the past is the same as the future. Therefore, the implicit assumption that the organizational mind works is that the value network it is in has been the same as it will be in the future, and it requires that the value network it is in is continuous. The truth is negative, and the value network that makes it a fish in water will change.

When the value network changes, the original organizational mentality is often unable to adapt to the new value network, and even acts as a hindrance. Therefore, on the premise that the value network remains unchanged, it is meaningful to extend the "life" of the organizational mind, otherwise it must be refreshed.

So, how to extend the "life" of the organizational mind?

This can be solved from at least two aspects.

One is that organizations need to keep getting younger. For example, Yidianyun's core customers are small and medium-sized enterprises, but more and more entrepreneurs in small and medium-sized enterprises are born in the 1990s and 1995s. It is obviously inappropriate for us to use our inherent thinking to create products for them. In other words, the original thinking mode makes them cold. At this time, we need to adopt a younger way of doing things, and we need younger people to join the organization, otherwise the organization will definitely become stuck in its ways.

The second is that one of the great advantages of organizational thinking is that it is simple and efficient, and you can get things done without thinking too much. But this also means that one of its major shortcomings is dogmatism and rigidity. To do this, we need to leave space in management, that is, leaving grayscale for managers.

The grayscale mentioned here does not leave you a degree of freedom to take advantage of loopholes or do whatever you want. Rather, it leaves room for managers to think. Grayscale is relative to the system. This grayscale is to make managers think about what is the right thing to do at all times, instead of me telling you all the right things to do in terms of terms, because it is endless.

So, you must understand from the lowest level what is the right thing to do in the Yidianyun organization. The right things all come from the mission, vision and values ??of Yidianyun. Think for yourself, figure it out for yourself. If you do things completely according to the system, I can replace you with someone else. But if you figure out what is the right thing to do in this organization, your value in this organization will be difficult to replace. I think this is the only way for a manager to grow.