VANTAAN KAUPUNKI VANDA STAD The Danger of ”a Returning Boss” Mikko T. Nenonen MD, PhD, MBA - Talent Partners Public Consulting Ltd Timo Aronkytö MD, MBA–

VANTAAN KAUPUNKIVANDA STAD

The Danger of ”a Returning Boss”

Mikko T. Nenonen MD, PhD, MBA - Talent Partners

Public Consulting Ltd

Timo Aronkytö MD, MBA– City of Vantaa


Never express yourself more clearly than you are able to think.

Niels Bohr


The Danger of ” a Leaving Boss”


The Boss (manager/leader) leaving an organisation

The role and the actions of the boss (manger/leader)

Why to leave the organisation?Collect experience, skillsCareer development

Why to come back to the organisation?To share and revitalise organisationTo destroy the organisation(?)


Organisation is a System

Organisation (Leader) is a system

Boss leaving changes the ”equilibrium”

BUT a system with a culture (organisational culture)


System is complementary whole like Yin and Yang –

The boss determines the direction with/of the org. using power

Power

DirectionBeing complementary and alternative, they are not dissociable.


RISKS?

PROSPERITY and SUCCESS ? or a CHAOS and FAILURE?

The Danger of ”a Returning Boss”


Conscious and unconscious mind of the

boss

Conscious and unconscious elements of

the culture of the organization

How is it possible to assess the change of the unconscious?

the habits, assumptions, understandings, values,

judgments


When the Boss returns

Development has taken place in the organisation (conscious, unconscious; organisational culture drift) and the boss has changed (learned something)

Questions:

1. Is he/she (and the mind; unconscious) returning to the same place and time what hhe/she left

2.Is he/she returning as a different person and with different skills (values, attitudes, beliefs etc) to an organisation which has developed (with its culture) during his/her absence

“2” leads to a conflict and fight about power as DIRECTIONS differ


Failure of Successful Return

Strategic shift from customers to internal politics.

Conflicts of interest, Power fights, Energy wasted.

Informal approaches to gain power through “evil” means; POLITICSTalented people leave

Factors contributing to politics• Pyramid-shaped organization structure• Subjective standards of performance• Environmental uncertainty and turbulence• Emotional insecurity• Machiavellian tendencies• Disagreement over major issues


Politics – Using Unethical influence tactics


Transactional Analysis (TA)A method to assess game playing

A psychoanalytic theory of psychology developed by psychiatrist Eric Berne in the late 1950’s

Very useful for • Analysing interactions with others• Improving communication with others

Berne, Eric (1964) Games people Play


Transactional Analysis: Essential Principles

People’s interactions are made up of transactions

These involve a stimulus and response



Earliest transactions include

Stimulus: I cry

Response: I get fed

Stimulus: I wet my nappy

Response: My nappy is changed



Three Ego States:

Parent

Adult

Child

P

A

C


The Parent

Unconsciously acting in similar ways to our parents

Can be:

Nurturing: permission, security, guidance

Critical: controlling


The Adult

Living in the present and responding to situations through rational thought.


The Child

Unconsciously reverting to

childhood behaviours

Primitive

Impulsive

Demanding

Creative


TA - Life Positions

I’m not OK, you’re not OK‘This is terrible, we’ll never succeed’

I’m not OK, you’re OK

‘I wish I could do it as well as you do’

I’m OK, you’re not OK

‘You’re not doing it right, let me show you’

I’m OK, you’re OK

‘We’re making good progress here’


Transactions

Complementary:

‘What time is it?’

‘Three o’clock.’

Crossed:


‘Forget about what time it is, get that report finished.’

Ulterior


‘What time do you think it is?’

‘Beer o’clock?’

‘Exactly!’


Strokes

Strokes are the recognition one person gives another

These begin in infancy as hugs

Later in life become more verbal/abstract

Positive Strokes:

Praise

Positive feedback

Compliments

Expressions of appreciation

Good reports

Negative Strokes:

Non-constructive criticism

Negative judgements

Insults

Expressions of disapproval

Bad reports


Games

Crooked or covert exchanges of strokes

Regularly repeated interactions with ulterior motives

Often the players of these games are not conscious they are doing this

But sometimes they are!

A good example of a game that we are all familiar with is:

‘Why don’t you/Yes but…’


Returning Boss examples

How potentially positive transactions can

go bad…


Adult to Adult:Boss: “Our customer service needs some improvement”

PP

A A

C C


Organisation: “You think that with your new degree .. ”

PP

A A

C C


Boss’s response :“Yes, I am MBA from.. And this organisation has gone to dogs

while..”

PP

A A

C C


Organisation: “Sir, you are partly right, I suppose…”Boss: “ But still, we have lots of assets together..:”

PP

A A

C C


Boss:But, nevertheless, you have failed to fulfil my expectations

while I was away..:”

PP

A A

C C


Organisation:“sorry, but …”Boss:

PP

A A

C C


Gossiping…, Politics

PP

A A

C C

VANTAAN KAUPUNKIVANDA STAD Managing Conflict Strategies when

Playing - Intervention Styles

Assertive

Unassertive

Collaborating

Accomodating

Forcing

Avoiding

CooperativeUncooperative

Compromising

ORGANISATION READINESS TO CO-OPERATE

RETURNING BOSS

P

A

C

SPACETIM

E

Mod. from Thomas-Killman, Berne 1964


“I never give them hell. I just tell the truth and they think its hell.”

Harry S. Truman

VANTAAN KAUPUNKI VANDA STAD The Danger of ”a Returning Boss” Mikko T. Nenonen MD, PhD, MBA - Talent Partners Public Consulting Ltd Timo Aronkytö MD, MBA–

Documents

returning boss slide

response slide

leaving boss slide

c slide

niels bohr slide

system boss

boss conscious

mba city of vantaa slide