How to understand the underlying logic of serious internal friction in the company

Why are large companies and small companies prone to internal friction, division and wrangling?

How to fundamentally solve the problem of organizational infighting?

From the perspective of organizational construction, what elements should be valued in recruiting talents?

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

First of all, the personalized era makes organizations face fundamental challenges.

If we want to understand the organizational problems within the enterprise, we should not only look for the answers from within the organization, but also look at them from a higher dimension.

Enterprises are not closed organizations. Enterprises are first and foremost a part of society, and individuals in organizations are first and foremost social people. For an individual, organization is only a part of all his social relations, and his thoughts and cognition are more influenced by social thoughts.

We know that the best state of organizations and individuals is the perfect combination of employees' personal dreams and organizational dreams. In this way, the efforts of the organization and employees are consistent and harmonious.

For example, from the 1990s to a few years ago, when you told everyone about the struggle and passion within the organization, you wouldn't encounter much challenge, because during this period, the mainstream voice of the whole external social trend of thought was hard work, struggle and getting ahead, which is a matter of course and what most people pursue. This period is relatively easy to organize. What the organization and employees want is the same in the general direction, and what you are worried about is only the difference in ways and means.

But what is the situation today? When an organization talks about struggle and passion again, the first challenge you face is not from inside the organization, but from outside social thoughts, with personalized pursuit as the mainstream. Struggle, passion and dream are no longer the unified knowledge of the whole society. Times are different.

The trouble that this transformation brings to the organization is fundamental. Organization, in essence, is a collective, and the nature of the collective determines that it must form * * * knowledge.

* * * Knowledge is the source of organizational efficiency, and efficiency is the original intention of human beings to establish organizations. Especially in the environment of market economy, it is an inevitable choice for enterprises to make their struggles, passions and dreams become organizational knowledge if they want to survive. Otherwise, it cannot survive, which is the fate of the enterprise.

The huge gap between the fate of enterprises and the personalized era is a gap that every organization must cross today.

Second, how to deal with the challenge?

So, how to cross this gap?

Personalization is not a bad thing, it ensures the diversity of society, but society has its own characteristics, and enterprises also have their own characteristics. From an enterprise's point of view, you must be cautious about personalization. If enterprises blindly cater to individuality, they don't need to organize their minds. This is the default thinking mode formed by an organization, and the default thinking mode of this organization is * * * knowledge.

So I think that although many people who do organizations are studying the problem of personalization, as an enterprise organization, they can't cater to this problem blindly.

Third, select people to "do difficult and correct things."

1. Important

The most important thing is that you have to think about what kind of people your organization really needs, and after thinking about it, stick to doing the right things that are difficult to do. Every organization has its own selection criteria, but the most basic criteria, such as importance and willingness to work hard, may be the same for most enterprises. It is not difficult to set this standard. The hard part is whether you can stick to it.

What do you mean by difficulty and correctness? Even if 90% of young people in society don't want sex, there are always 10% young people who still choose to fight. All we have to do is find this 10% young people.

This decision is very difficult for the organization. As you can imagine, my business here is starving, and I tell you every day that I am short of people. Without me, this business could not be carried out, and some businesses even started two months late. The recruitment department will also complain that we have provided so many resumes, why don't you look down on them? This puts you under a lot of pressure.

For example, we recruit a director and interview about 30 to 40 people. We can interview everyone for four or five hours at the longest and about two hours at the shortest. We are willing to pay a huge cost and price to attract a person who is willing to struggle, not an unimportant person.

In fact, this account is very easy to calculate. It's still a trivial matter to waste your capital and cost by entering a person in a muddle. More importantly, he will bring your business into the pit and your team into the pit. This cost is much greater than the cost of carefully selecting the person you want.

We are really picky about talent recruitment, but I think if an organization has a good grasp of talent, it is likely to be half the battle. We all know that "the right person is the right thing", but only by putting you under that kind of pressure can we see whether you really believe this sentence.

2. Rich people

For a little cloud, besides importance, we will also choose honest people. An enterprise, if it is an ambitious enterprise, constantly pursues rapid development, and all posts in various departments are likely to encounter difficulties, and no post can muddle through.

When encountering problems, the most important thing is to dare to face the problems directly, not to fool the past. Therefore, you will inevitably ask for frankness and directness in organizational communication, point out problems and correct mistakes. Otherwise, it is not good for this organization to focus on how to refine communication skills, not to offend colleagues and how to do a good job etiquette every day.

Pi Shi asked not to be blx or criticized for three days. It cannot be said that many people now crusade against PUA in the workplace and call normal criticism and self-criticism PUA in the workplace. Anything that goes to extremes will go wrong.

3. Kindness and altruism

Also, we will choose people who are kind and beneficial to his spirit. This is very important, especially for a company with a strong sense of mission like a little cloud. I think there are two kinds of enterprises, one is to make money, the other is to make money as a natural result and solve social problems. The former is just a business, and the latter is a career.

If you don't have altruism, if you don't want this society to become better, if you don't want others to become better, you just want to make money. Such people can't do the second kind of enterprise. And the second kind of enterprise is one that can really live for a long time. In essence, when an enterprise is thinking about solving social problems and customer problems every day, why worry about being abandoned by customers?

Yi Dianyun belongs to the second category, which determines that he should shoulder his social responsibility. If a person does not have altruistic spirit and kind heart, it is difficult for him to fulfill his social responsibility to the company. Moreover, kindness, as a kind of human nature, is hard to change. It is too difficult to turn a selfish person into an altruistic person, so this is a very important criterion for selecting talents.

I will also choose some people I can't understand.

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

So when we are recruiting, for example, the leader of organizational culture, one of the reasons why I take a fancy to him is that I can't understand a lot of things he says. I chose such a person because I think every organization needs to keep pace with the times and be younger. If the management of the company starts to stand still, be self-righteous and feel that they are always right, the final result may be terrible.

Besides, we don't like professional managers very much I prefer partners. If you want to be a professional manager and earn a share of money, sorry, this is not the person we want. For Yi Dianyun, what we are doing is TO B's career, which requires long-term cultivation, or hard work. We need partners who agree with our mission vision and values, not professional managers.

Fourth, people should take a long-term view.

Sticking to the difficult and correct thing of selecting people is only the first step. More importantly, what kind of talents does an organization think the outstanding people you selected are?

For example, in the employment mechanism, adhere to the rotation system. Many jobs in enterprises actually have ceilings. If you let an excellent person keep his ceiling for a long time, it will definitely bring two results. One is that he left his job, because his position can't be moved, and he can only leave if he wants to have better development. The other is that he doesn't want to leave his job, so he will muddle along. Anyway, he is comfortable and can finish his work lying down. In either case, it is worse for companies and individuals.

We encourage all employees to change jobs and rotate jobs whenever possible. Of course, the company has to pay a certain price for doing so. For example, employees have just arrived in a field, are unfamiliar with the business, and are uncomfortable to do, which temporarily affects their performance. It doesn't matter. Spend a few months to supplement your industry knowledge. As long as your "processor" is powerful enough, you can create more possibilities in life. And this must be conducive to the long-term development of organizations and people. There is no growth without cost. The key is that you must have a longer-term view of the organization and people.

In the adjustment of salary performance, we should insist that employees earn more money reasonably, instead of racking their brains unilaterally to think about how to reduce labor costs. We should be soberly aware that any employee is smarter than the company in matters involving his own interests and must see through it.

All employees of Little Cloud can get company options. As long as you are good enough, we will ensure that you gain something and it is worth fighting for. The value of options in the hands of our employees ranges from tens of thousands to hundreds of thousands to millions. In the future, the listing of companies will increase the value of options in their hands by several times or even dozens of times. Of course, on the issue of options, we are also faced with the question of believing it or not. In fact, many problems will eventually return to this issue.

So, fundamentally speaking, first of all, do we really want young people to gain something from their work, and are we really willing to share the development achievements of enterprises with strugglers? If you just use options as a means to fool young people, it will definitely not work, and sooner or later there will be problems; Then, do you have the confidence to bring this enterprise to realize several times or dozens of times of value-added? This letter is a belief in your industry, your organization and everyone in your organization.

In an era of personalization, it is impossible to try to make an organization meet every personalized demand. The result of meeting each individual's needs is that no group can be motivated. What the organization should do is to bring in the people you want, let them grow up and get the benefits in return.

Fifth, solve people's underlying logic: form an organizational mind.

I emphasize the return of benefits, because this is precisely the underlying logic of the formation of organizational mind.

What is an organizational mind?

I think chaos is a very good definition of organizational mind and a default thinking mode precipitated by an organization.

The organizational mind of an organization cannot be formed by itself, but through repeated positive feedback in a larger dimension, which 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 then he can default to a certain thinking mode. So is division.

An organization in the value network constantly releases value to its value network with a certain mental model, and its value network also constantly gives positive feedback (reward) to the organization. When the organization receives this positive feedback (reward), it also gives positive feedback (promotion and salary increase) to the individuals who follow this mental model in the organization. The process of this cycle is to constantly strengthen the organizational mind until it becomes the default thinking mode of the organization, without thinking or falsification.

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

Of course, there is no need to think and falsify, which is conducive to greatly improving organizational efficiency. The negative side it brings is that the organization will become rigid and lose its adaptability. Once the value network changes, the stronger the organizational mind formed on the basis of the original value, the worse its adaptability.

2. Why is your goal to form organizational awareness?

Organizational mind is a double-edged sword, but this does not hinder the formation of organizational mind as a goal.

In fact, whether you aim at the formation of organizational mind or not, organizational mind will naturally form. The only difference is whether you can quickly form a healthy organizational mind.

Once a mature organizational mind is formed, many original intermediate processes can be omitted, and some things don't need to be discussed. Just follow the previous experience, which can greatly improve organizational efficiency. Because everyone has too much * * * with the default way of thinking, * * with the default view of right and wrong, * * * with the default rules. ...

When there is less and less content to be debated in an organization, the efficiency of the organization tends to be higher and higher. Its opposite is the internal friction of the organization, the so-called wrangling.

The same is true within the organization, for example, a person can communicate simply and directly when doing anything, seek truth from facts when doing anything, and do everything to the extreme. He was quickly promoted and awarded an option. Other people in the organization will follow suit in order to get promotion and option reward, and become simple, direct, realistic and pursue the ultimate. There are more and more such things, and gradually formed a simple, direct, realistic and extreme organizational mind.

After such an organizational mind is formed, many communication obstacles are saved. For example, employees will no longer discuss how to get promoted in the organization. Is it necessary to kiss up? Is it necessary to cheat? This saves a lot of internal friction and of course improves efficiency.

One of the purposes of human organization was to improve efficiency. For example, one person can hunt rabbits, one a day, and two people can hunt three together ... If it is not based on efficiency, it is completely unnecessary to establish an organization. One person can hunt two rabbits a day, and two people can hunt four in partnership. Why set up an organization? Therefore, the biggest role of organizational mind is to improve efficiency, and its importance lies in this. Nowadays, the efficiency of an enterprise can directly determine its life and death.

3. The reason why mediocrity appears is that there is a problem in the formation of organizational mind.

Organizational mind is formed through constant positive feedback. Why is your organization full of mediocre people? The simplest reason is that the strugglers can't get enough positive feedback and the mediocre can't get enough negative feedback.

Take the reward mechanism as an example. If the company's profit this year is 6,543,800,000+,when 3,000,000,000 or even 5,000,000,000 are given to reward all employees who have contributed, then there will be positive feedback within the organization, and everyone wants to win the reward through struggle. On the other hand, if only 654.38+ 10,000 or less rewards are given to all employees, then most people may feel that they have been laid off, and it doesn't matter whether they work hard or not, so they give up their struggle or leave the organization.

Similarly, when the mediocre person in this organization can't get negative feedback, he can get the same motivation as the struggler, so why should the struggler struggle? In this way, organizational mind can not be established, but may be destroyed.

In a company, if some people have been ignored, invisible, unmotivated and have no positive feedback, then they will not form an organizational mind. Therefore, the emergence of mediocrity is a problem of incentive and punishment in the process of organizational mind formation.

Take a little cloud for example. We will take the salary ratio of the top 20% employees and the bottom 20% employees as the organizational goal to improve performance, that is, let the truly struggling people get more and the mediocre people get less. It is through this kind of feedback that an organization will attract and retain those real strugglers and eliminate those mediocre ones.

The difficulty in the formation of organizational mind lies not in establishing such a good mechanism, but in persisting in doing difficult and correct things and persisting in positive feedback. It doesn't happen overnight, and it takes a long time to form. Why don't many companies learn from Ali and Huawei? In my opinion, the most fundamental reason is that they just want to learn what is beneficial to them, but they don't think clearly. Any good thing needs to be paid and sacrificed.

For the simplest example, when an employee with good performance violates the company's values, what choice will you make? When you don't face such a thing, you will say, I will definitely fire him, but when this matter is really in front of you, most people will hesitate. The choice of more people has become that I will keep it until my company has no performance pressure. You want everything. That's impossible. Organizational mind is formed in difficult choices, not the best of both worlds.

In short, enterprises need courage and courage to pay and sacrifice, whether it is persistence and harshness in talent selection or mechanisms and means to encourage young people to grow up. You have to believe that this kind of effort and sacrifice is worth it. You can imagine a picture. When your company is a team of people who are willing to stand and run forward, and half of other companies are mediocre teams, the result of the competition can actually be predicted from the beginning.

4. How to prolong the "life" of the organizational mind?

Organizational mind, the default way of thinking, does not need to discuss, do not need to falsify, do not need to think, naturally maximize organizational efficiency. But unfortunately, it has boundaries. This default way of thinking itself comes from the summary of successful experience, and the implicit assumption of induction is that the past and the future are the same. Therefore, the implicit assumption that organizational mind works is that its value network is the same as the future, which requires its value network to be continuous. The truth is negative, and the value network that makes it like a duck to water will also change.

When the value network changes, the original organizational mind often can't adapt to the new value network, and even hinder it. Therefore, on the premise that the value network remains unchanged, it is meaningful to extend the "life" of the organization's mind, otherwise it will be refreshed.

So, how to prolong the "life" of the organization's mind?

There are at least two ways to solve this problem. First, the organization needs to be constantly younger. For example, the core customers of a little cloud are small and medium-sized enterprises, but more and more entrepreneurs of small and medium-sized enterprises are post-90 s and post-90 s. It is obviously inappropriate for us to create products for them with our inherent thinking. In other words, the original thinking mode keeps them from catching a cold. At this time, we need to do things in a younger way, and we need younger people to join the organization, otherwise the organization will definitely stand still.

The second is that one of the great benefits of organizational thinking is simplicity and efficiency, and you can get things done without thinking too much. But it also means one of its main shortcomings, dogmatism and rigidity. To do this, we need to leave room for management, that is, leave gray scale for managers.

The gray scale mentioned here does not leave you the freedom to take advantage of loopholes and do whatever you want. It is a space for managers to think, and the gray level is relative to the system. This gray scale is to make managers think about what is right all the time, instead of telling you everything in terms, because it is inexhaustible.

So you must know from the bottom what is right in a little cloud organization, and everything that is right comes from a little cloud's mission vision and values. Think for yourself, think for yourself. If you do things completely according to the system, I can change people, but if you figure out what is right in this organization, your value in this organization will be hard to be replaced. I think this is the only way for a manager to grow up.