Job reassignment of employees as motivational action
INDIVIDUAL
ORGANIZATIONAL BEHAVIOR à The study of how individuals and groups interact within organizations to describe, understand, predict, and change behavior
Lewin’s Equation (B=f(P,E))à
Behavior is a function of Personality (Internal) and Environment (External). Ezxmple:
Chile Miners:
The extreme environment forced them to suppress selfish traits and cooperate.
Internal vs. External Factors à Internal (P):
Personality, emotions, motivation, hard/soft skills.
External (E):
Work culture, leadership, relationships, weather.
Emotional Intelligence (EI) GOLEMANà Intrapersonal: Self-awareness, Self-management, Self-motivation. Interpersonal: Empathy, Handing relationships.
OCEAN Model (Big 5)à Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism. (Conscientiousness is the best predictor of job performance. There is no bad personality, only poor job fit.)
Emotional Contagionà
The phenomenon where emotions spread across a team, affecting decisions and productivity. (A leader’s negative mood can bring down the entire team’s performance.)
Burnout vs. Engagementà Burnout:
Chronic physical, mental, and emotional exhaustion caused by prolonged Distress.
Engagement:
The opposite of burnout; requires Vigor, Dedication, and Absorption.
(Eustress (positive) motivates, while Distress (negative) leads to burnout.)
MOTIVATION & LEADERSHIP
Intrinsic vs. Extrinsic Motivationà Intrinsic:
Driven by personal satisfaction and passion.
Extrinsic:
Driven by external rewards (money) or punishments. (“Intrinsic motivation is much more sustainable and essential for innovation.”)
Maslow’s Hierarchy of Needsà
Physiological -> Safety -> Social -> Esteem -> Self-actualization. (You cannot motivate with “self-actualization” if basic needs (salary/safety) are unmet.)
Theory X vs. Theory Yà Theory X:
Managers believe employees are lazy (needs strict control).
Theory Y:
Managers believe employees are responsible (gives autonomy). (The manager’s belief creates a self-fulfilling prophecy.)
Manager vs. Leaderà
Managers focus on efficiency and control.
Leaders focus on effectiveness and inspiration.
(“Organizations need both, but the best managers are also leaders.”)
Simon Sinek’s Golden Circleà
Great leaders communicate from the inside out:
WHY (Purpose) -> HOW -> WHAT. (Start with the purpose to inspire action.)
Lewin’s Classic Stylesà Autocratic:
Leader decides alone.
Democratic:
Team decides together.
Laissez-faire:
Total autonomy. (Autocratic is fast but kills creativity. Laissez-faire needs highly mature teams.)
Situational Leadershipà
There is no single best style. It adapts to the team’s maturity: From S1 (Directing)
to S4 (Delegating).
(Luis Urzúa:
Started at S1 (rationing food) and moved to S4 (delegating tasks as miners matured).)
Goleman’s Leadership Stylesà Visionary (sets direction), Affiliative (harmony), Democratic (consensus), Directive/Commanding (crisis). (Piñera:
Visionary (“bring them alive”).
Urzúa:
Affiliative (team morale).)
Transactional vs. Transformationalà Transactional:
Based on rewards and punishments.
Transformational:
Inspires deep change and shared vision. (Transformational leadership is the best for fostering long-term innovation.)
TEAMS & CONFLICTS
Group vs. Teamà Group:
Individual goals.
Team:
Shared commitment, mutual accountability, and Synergy. (Synergy means the whole is greater than the sum of its parts.)
Tuckman’s Stagesà
1. Forming, 2.
Storming, 3. Norming, 4.
Performing
(Storming (conflict) is normal and necessary to reach the Performing stage.)
Teaming (Amy Edmondson) à
Working collaboratively “on the fly” with people you don’t know to solve an urgent problem. (Chile Rescue:
External experts, politicians, and engineers working together instantly.)
Psychological Safety à
The belief that you will not be punished or humiliated for making mistakes or speaking up. (It is the absolute prerequisite for successful Teaming and innovation.)
Belbin’s Team Rolesà Successful teams need balanced roles: Mental (Specialist)
, Action (Coordinator)
, Social (Teamworker)
. (Miners:
Yonni Barrios (Specialist), Urzúa (Coordinator), Mario Gómez (Teamworker).)
Conflict ManagementàFunctional conflict is good because it avoids Groupthink. (Golden Rule:
“Focus on the problem, not the person.”)
COMMUNICATION
Communication Core PurposeàCommunication does not create value unless it enables decisions. (“No decision leads to no impact.”)
Message Structureà The perfect structure: 1.
What is happening (Context), 2.
Why it matters (Impact), 3.
What should happen next (Call to action). (Use this framework for any corporate email or meeting.)
Causes of Comm. Failureà 1. Message too generic, 2. Unclear value proposition, 3. No strong call to action. (Why an email gets ignored by a client or boss.)
Summary vs. SynthesisàSummary:
Descriptive (tells what happened in the past).
Synthesis:
Interpretative (explains what it means and recommends future action). (“Managers need synthesis, not summaries.”)
The Pyramid Principle (Minto)
à Always start with the conclusion or recommendation, then arguments, then data. (Executives don’t have time to read mysteries; give the answer first.)
Written CommunicationàWords fly away, written words remain. Essential for:
Accountability, Traceability, and Organizational Memory.
(Prevents knowledge loss when an employee leaves the company.)
ENTREPRENEURSHIP
Entrepreneurial Mindsetà It is not just creating a startup; it is a behavior under uncertainty.
Prioritizes action over perfection. (Identifying inefficiencies and acting on them.)
Intrapreneurshipà Acting like an entrepreneur inside an existing company. (Main obstacles: internal politics and breaking Organizational Silos.
)
Innovation Patterns (The 4 Types)
à Aggregation:
Organizing a fragmented market.
Unbundling:
Selling parts of a product separately.
Digitalization:
Creating digital trust.
Pricing change:
Stripping non-essentials. (Aggregation:
Civitatis Unbundling:
BYHOURS Digitalization:
Airbnb Pricing change:
Ryanair)
NEGOTIATION
BATNAàBest Alternative to a Negotiated Agreement
Your “Plan B” if you walk away from the table. (“Power comes from your BATNA, not your arguments.”)
Information Asymmetryà When one party has more relevant information than the other, it creates a structural advantage. (You need to know: the market, the counterpart’s constraints/urgency, and yourself.)
Wish / Want / Walk à Wish:
Ideal scenario.
Want:
Realistic goal.
Walk:
Bottom line (where you execute your BATNA). (Your mental framework before entering the negotiation room.)
Corporate Preparation (The 4 Pillars)
àInternal alignment before negotiating externally. You must know: 1.
Mandate, 2.
Decision Rights, 3.
Feasibility, 4.
Risk Ownership
(You need to know who signs (Decision Rights) and who takes the blame if it fails (Risk Ownership).)
FeasibilityàViability. Can your company actually deliver what is agreed upon? (An attractive agreement that is not feasible is a failure.)