Good organizational citizens engage in the “triple-c synergy” of communication, cooperation and coordination. Getting employees to participate in them consistently requires overcoming barriers identified in The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context. Training employees in the 3-D MRC perspective gives an understanding of the relationship between the three-C’s and fulfillment of organizational strategy.
One-dimensional employees may speak some of the language of the organization’s culture to sound like they are in sync with its mission, vision and values. But they fail to understand “the way” they are to go about their jobs. Their ideas and initiatives are inconsistent with company operations and the way employees are instructed to work.
Two-dimensional employees receive instruction well, and not only speak culture, but also do what is asked of them. They do so, however, with a very narrow perspective of their part of the process. They do not go about their roles and responsibilities in ways that cooperate well with all the other branches, units and departments of the organization.
Three-dimensional employees see their jobs within the context of the organization’s other branches, units and departments. They coordinate well with all the other people’s roles and responsibilities throughout the organization. Three-dimensional employees coordinate, so organizational performance inflates.
Working with a 3-D MRC, triple-C synergy means more work is done right the first time. This requires correcting fewer errors and precludes redo’s. Efficiency increases, as does job satisfaction throughout the organization. Because people are not spending time looking backwards to correct work already done, they have more capacity for creativity and looking to the future to solve issues and meet emerging challenges.
Disseminate The Three-Dimensional Leader and training throughout your organization and put your teams on a triple-C trajectory today.
One-dimensional employees may speak some of the language of the organization’s culture to sound like they are in sync with its mission, vision and values. But they fail to understand “the way” they are to go about their jobs. Their ideas and initiatives are inconsistent with company operations and the way employees are instructed to work.
Two-dimensional employees receive instruction well, and not only speak culture, but also do what is asked of them. They do so, however, with a very narrow perspective of their part of the process. They do not go about their roles and responsibilities in ways that cooperate well with all the other branches, units and departments of the organization.
Three-dimensional employees see their jobs within the context of the organization’s other branches, units and departments. They coordinate well with all the other people’s roles and responsibilities throughout the organization. Three-dimensional employees coordinate, so organizational performance inflates.
Working with a 3-D MRC, triple-C synergy means more work is done right the first time. This requires correcting fewer errors and precludes redo’s. Efficiency increases, as does job satisfaction throughout the organization. Because people are not spending time looking backwards to correct work already done, they have more capacity for creativity and looking to the future to solve issues and meet emerging challenges.
Disseminate The Three-Dimensional Leader and training throughout your organization and put your teams on a triple-C trajectory today.
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