Transformative Organizational Catalysts & Revenue Optimizers
Transform your workforce through Emotional Intelligence and moral authority. E.I. and moral authority may be best explained by citing Antoine de Saint Exupéry:
“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather help them to long for the endless immensity of the sea.”
Developing from Within
Most employees feel that they are just small cogs of a machine. SSI helps your organization transform its culture so employees feel truly committed to the company’s Mision and Vision. Hence, they want to do more than work towards the next paycheck. Workers find their job meaningful and see themselves having a much brighter future after the transformation of their Corporate DNA.
You can change any restrictive and bureaucratic structure for an enhancive one where the six psychological criteria for efficient & fulfilling work are fully met with each and every employee thus attaining maximum performance, job satisfaction, and revenue optimization!
Years of research show that six human requirements must be satisfied before people can be expected to fully develop responsibility for and commitment to their tasks. They are the building blocks for designing efficient organizations and are at the heart of Participative Design and a Culture of Trust, thus becoming Tropophilic.
The first three requirements refer to the content of any job and are experienced differently from person to person. The first three criteria tend to be either too little (at lower levels) or too much (top management levels):
- Adequate responsibility and decision-making. The sense that the responsibility for the work done is with the one doing it and not above.
- Opportunity to learn continuously. Such learning is only possible when people are able to set goals that are reasonably challenging to them and get adequate feedback to learn and make corrections.
- Variety. People need adequate variety based on individual capabilities to avoid either boredom or fatigue.
The second three requirements relate to the social culture of the workplace and can only go in one direction, up:
- Mutual support and respect. Conditions that support common good over individual interest, getting help and respect from their coworkers; that don’t pit one against another.
- A sense that one’s own work meaningfully contributes to social welfare. This includes both the quality and the worth to society of the product/service, as well as the participant’s knowledge and understanding of the end use or purpose of the product or service.
- A desirable future. Put simply, a career path which will continue to allow for personal growth and increase in knowledge and skills.
By restructuring the workplace based on Open Systems Design Principles these psychological criteria are met by default, thus achieving a positive directive correlation between system effectivities and environmental affordances. This happens naturally when the responsibility for interpersonal coordination and control over effort and quality of work is located with the people who are actually doing the work, effectively transforming rhetoric on responsibility into positive action and trust!
All organizations have one of only two types of organizational DNA: Either variety/behaviour reducing or variety/behaviour enhancing. Ever since the industrial revolution, most organizations’ DNA became variety/behaviour reducing (i.e., bureaucratic) because that was the best genetic makeup for that type of environment (i.e., non-turbulent).
Once turbulence became part of our environment (since the 1960s), organizations began to realize the inadequacies of their restrictive genetic makeup and have been trying to change ever since. However, unless the six psychological requirements for efficient and fulfilling work are fully met, their DNA will remain variety/behaviour reducing (i.e., bureaucratic) no matter how much change they go through.
The fundamental reason why employees are not creative and committed is because the organizational structures within which they work have been deliberately designed to restrict their behavior and performace, including creativity (e.g., ” I don’t pay you to think!”)