A major global IT outage has caused significant disruptions across multiple sectors, highlighting the vulnerabilities inherent in relying on widespread, uniform IT systems. The outage, linked to issues with Microsoft’s infrastructure, has affected air travel, healthcare, and numerous other industries, prompting a reevaluation of IT strategies worldwide.
The aviation industry was one of the hardest hit. Heathrow and Gatwick airports reported delays and had to revert to manual check-in processes due to the outage. Passengers were advised to check with their airlines and arrive early to mitigate the delays. A Gatwick spokesperson noted, “We are affected by the global Microsoft issues, so passengers may experience some delays while checking in and passing through security” (The Mirror). Similarly, airlines like Ryanair warned of potential network-wide disruptions, urging passengers to stay updated via their apps (The Mirror). Edinburgh Airport also reported longer wait times, attributing the delays to the IT system failures impacting several other businesses (The Mirror).
The healthcare sector did not escape unscathed. Numerous GP surgeries across the UK, dependent on the NHS-commissioned EMIS system, faced severe operational challenges. These practices found themselves unable to access patient records or book appointments, leading to widespread disruptions in patient care. “Our clinical system has not been working since 7am this morning,” stated the Church Lane Surgery in Brighouse (The Mirror).
The outage also impacted major retail and food services. McDonald’s experienced significant disruptions in their point-of-sale systems globally, causing some stores to close temporarily. Employees were forced to take orders manually and accept cash payments only. The company clarified that the issue was related to a third-party provider’s configuration change, rather than a cybersecurity breach (BleepingComputer). Similarly, Sky News reported on disruptions affecting their broadcasting capabilities, illustrating the broad impact of the outage across various media outlets (The Mirror).
Adding to the intricate mosaic of disruptions, CNN reported that businesses worldwide were grappling with the labyrinth of challenges caused by the IT failure. This included not only travel and healthcare but also financial services and retail sectors, where operations were heavily dependent on Microsoft’s systems (BleepingComputer).
This incident sheds light on the risks associated with dependency on single-provider IT solutions. The widespread use of Microsoft’s systems, for instance, meant that an issue within its infrastructure had a ripple effect across various sectors worldwide. To mitigate such risks, it is imperative that organisations consider developing proprietary IT systems based on open source code.
Open source software offers several advantages, including transparency, flexibility, and enhanced security. Organisations can tailor these systems to their specific needs, reducing reliance on external providers and increasing resilience against global outages. This approach not only bolsters operational stability but also fosters innovation and a competitive edge in the market.
The recent global IT outage serves as a critical reminder for organisations to reassess their IT strategies. By investing in proprietary systems built on open source code, companies can achieve greater control over their IT infrastructure, ensuring continuity and security in an increasingly digital and interconnected world.
Artificial Intelligence (AI) is rapidly advancing, integrating itself into various aspects of human life, enhancing efficiency, and even altering the way we interact with the world. However, beyond these obvious impacts, there lies a more profound and potentially unsettling question: Is AI reprogramming our minds? This essay argues that AI is not only augmenting human capabilities but also fundamentally changing our cognitive processes. Drawing on cybernetics and Actor-Network Theory (ANT), this essay explores how AI affects human cognition and behavior, and posits that just as we can introduce viruses into computers, it may not be so far fetched to say that AI may be able to introduce ‘viruses’ into human minds.
A caveat to the AI-destroys-humanity construct: So long as it is called ‘artificial’ intelligence, computers can only imitate, but never become, a mind in itself. This is not to say that it may be possible for humans to create the conditions for intelligence to emerge in some form; however, AI agency is, and has always been, an oxymoron. Therefore, limits on AI, per se, are really a governing framework of permissions for the algorithm to run freely. After all, an algorithm, even if able to change itself in real time, acts within its governing parameters / limitations. If a system has only been trained in English, it cannot spontaneously write in Chinese. The artificiality of AI is less talked about as the intelligence side is the focus, as ChatGPT and its contemporaries continue to evolve to process greater complexity in medium and subject matter. Therefore, the artificiality is the weak component when asking questions about how AI might police itself or engage in any form of significant autonomous behavior (Shukla et al., 2024). As it is ‘artificial’ intelligence, the AI, by definition, has zero emotional intelligence as it has no experiences (in any way relatable to humans anyway) to draw upon for feeling something. An AI will never tell you it has trauma from an inexperienced programmer and can relate to your same situation at work.
Nevertheless, the algorithms which imitate intelligence do so in a compelling manner, and combined with data analytic tools, AI has already succeeding in assisting humans in profound ways. Questions around attribution, ethics, and the digital analogue to the gray goo scenario all pervade the discourse. The use of AI is exploding due in part to its availability (ChatGPT 4.0 is available for free), as well as its ability to understand the highest level of code: human language. We are all programmers of our respective languages insofar as we construct our words to receive some sort of expected feedback (see Wittgenstein, 1953). Certain ‘algorithms’ of language, when repeated, produce the same results (most of the time). The study of human-to-human language and communication is linguistics; when computers are involved, it is the field of cybernetics, which encompasses linguistics.
Indeed, cybernetics, the study of communication and control in systems, offers a robust framework for understanding how AI reprograms human cognition. Norbert Wiener, the father of cybernetics, emphasized the importance of feedback loops in regulating systems (Wiener, 1948). In the context of AI, feedback loops are present in the continuous interaction between humans and AI systems, such as recommendation algorithms and personal assistants. These interactions shape our preferences, behaviors, and even thought patterns. Whilst in some cases, like learning a new programming language through these interactions, there is tangible benefit, it could be that the new way of thinking ironically robs us of our own intelligence.
There is academic support for this concern. The integration of AI into daily tasks leads to cognitive offloading, where humans rely on AI to perform functions that previously required human cognition. Studies have shown that the use of GPS for navigation, for instance, can diminish our spatial memory and navigational skills (Dahmani & Bohbot, 2020). As we increasingly depend on AI for decision-making, our cognitive abilities adapt to this new environment, potentially reducing our capacity for independent critical thinking.
The way we inquire about the universe affects the structure of our brain as it adapts to new knowledge paradigms. The integration of AI into research and learning processes introduces new ways of thinking and problem-solving. For instance, AI’s pattern recognition capabilities can lead to new insights and discoveries, but they also shape how researchers frame questions and approach problems. This cognitive restructuring is akin to the changes observed in the brains of individuals who engage extensively in activities that require specific cognitive skills, such as musicians or chess players (Wan & Schlaug, 2010).
The implications of this are not fully understood, and the evolution may be inevitable toward this further human-AI integration leading to what may eventually become a single intelligence in which the knowledge and analytical powers of AI are seamlessly grafted into our own brains. Such a move takes advantage of the creativity and impetus of humans, and the great data storage and processing capability of computers. Although it may seem inevitable, it may already be too late for humans to escape the influence of AI on their development. The question is if the character of this transition will be better or worse for civilization.
Conclusion AI is not merely a tool that augments human capabilities; it is a powerful force that is reprogramming human cognition. Through cybernetic feedback loops and the dynamic networks described by Actor-Network Theory, AI systems influence our behaviors, thoughts, and decision-making processes. The introduction of cognitive ‘viruses’ by AI poses significant risks to human autonomy and agency. As we continue to integrate AI into our lives, it is essential to understand and address these profound implications to ensure that AI serves to enhance, rather than diminish, our cognitive and ethical capacities. We should also consider other ways AI could harm us outside the stereotypical conventional war we see in films.
References Wiener, N. (1948). Cybernetics: Or Control and Communication in the Animal and the Machine. MIT Press. Latour, B. (2005). Reassembling the Social: An Introduction to Actor-Network-Theory. Oxford University Press. Pariser, E. (2011). The Filter Bubble: What the Internet is Hiding from You. Penguin Press. Dahmani, L., & Bohbot, V. D. (2020). Neural correlates of cognitive mapping, pattern separation, and context encoding in humans. Hippocampus, 30(7), 738-754. Wan, C. Y., & Schlaug, G. (2010). Music Making as a Tool for Promoting Brain Plasticity across the Life Span. Neuroscientist, 16(5), 566-577. Cadwalladr, C., & Graham-Harrison, E. (2018). Revealed: 50 million Facebook profiles harvested for Cambridge Analytica in major data breach. The Guardian. Cummings, M. L. (2017). Artificial Intelligence and the Future of Warfare. Chatham House. Zuboff, S. (2019). The Age of Surveillance Capitalism: The Fight for a Human Future at the New Frontier of Power. PublicAffairs. Wittgenstein, L. (1953). Philosophical Investigations. Blackwell Publishing. Shukla, A. K., Terziyan, V., & Tiihonen, T. (2024). AI as a user of AI: Towards responsible autonomy. Heliyon, 10(11), e31397.
Projects without vision or vision without projects are equally futile endeavours. Moreover, projects and vision are managed in very different ways. Projects are iterative, sequential, Agile, etc., which have rigorous methods. On the one hand, vision happens spontaneously and can occur after a period of unhindered reflection, whereas projects can only tolerate thresholds of time delays or will cost more and / or risk becoming redundant. However, vision can heuristically solve problems by approaching them from a new horizon with different rules. Projects can change people and systems to adapt and create new horizons in this way; and, therefore, project management methodology (PMM) should govern the control of any system change, albeit without vision, measuring change is a pseudo-science at best and an arbitrary corruption at worst. Although this is no better or worse than simply having an idea and not acting on it. In short vision, combined, and project management are powerful tools in strategic organisational change (Shenhar & Dvir, 2007; Yazici, 2020).
However, neither vision nor capabilities are absolutes; organisations will have these qualities to various degrees. Understanding the vision / capability matrix for your organisation can help determine strategies for enhancing these individual qualities, and creating more synergy between the two. In short, not all projects can have maximum vision and capability, but at least one needs to be strong and the other sufficient for projects to have likely success.
Fig. 1. The Vision Capability Matrix.
Source: Own work.
There are four areas represented above; identifying which cell your organisation falls into determines your overall PMM strategy.
Low vision / low capability
This situation can happen when first starting out as an entrepreneur or in a small business. Due to the immaturity of the business, there is little policy or experience to guide decision making. In this situation, developing vision can help understand the required capabilities for growing the business and building robust structures. Regardless of the talent of the manager in this situation, there is only so far projects can go as with little capability, there is little to invest, and lack of investment is cited by a number of studies as the number one reason businesses fail (with the caveat of the right kind of investment). As a programme manager, recognising projects where there is a lack of clear goals or understanding of the desired outcome, combined with limited skills, resources, or organisational support to effectively manage and execute the project means intervention measures can be formulated. Trial and error without experience, generic operational enhancement projects, poorly funded community initiatives, and unfocussed research are all at risk of failing without strengthening vision and / or capability.
Low vision / high capability
This situation can happen when there are highly-skilled staff and resources, but poor strategic oversight of how these resources are used. In this situation, the disconnect between the high level of capability and the low level of vision can lead to projects that, while successful in their execution, do not effectively contribute to the strategic objectives of the organisation or meet the actual needs of the market or community they serve. However, it is not always a sign of a weakness in projects that have high capability with low vision. It may be that a project team is charged with making a process more efficient or lean which provides its own tactical rewards (a penny saved is a penny earned). Notwithstanding the benefits of efficiency for efficiency sake, increasing increased vision can help direct what processes should be identified as priority for lean management, as well as direct savings toward other projects which are growing the organisation. A programme manager would need to identify an optimum vision for these types of projects, accepting that some projects, by their nature, will naturally have greater capability than vision. Over-engineered projects, optimising legacy or (soon to be) deprecated systems or processes, flashy IT projects with no clear link to strategic goals, and undemanded luxury features all result from too little vision guiding the work, despite the work itself being successful.
High vision / low capability
This scenario often arises in organisations with ambitious goals and a clear sense of direction, but without the requisite skills, resources, or processes to realise those aspirations. Visionaries and leaders might see where they want the organisation to go, yet find themselves constrained by current organisational capabilities. This mismatch can lead to frustration and underachievement as the grand visions cannot be adequately supported by the existing infrastructure or talent. The key to navigating this dichotomy lies in strategic capacity building and focused development efforts aimed at elevating the organisation’s capabilities to match its vision. This might involve targeted training, strategic hires, or forming partnerships that can fill capability gaps. For a programme manager, identifying such situations early on allows for the proactive management of expectations and the implementation of strategies designed to gradually build the capacity needed to fulfill the organisation’s vision. Projects that are ambitious yet lack a solid foundation, such as launching a new technology platform without the IT support to maintain it, or expanding into new markets without understanding the regulatory requirements, are examples where high vision but low capability can lead to challenges.
High vision / high capability
organisations that find themselves in this enviable quadrant are well-positioned to make significant strides towards their strategic objectives. Here, a clear and compelling vision is matched by the organisational capability to execute on that vision. This alignment allows for the seamless translation of strategic goals into actionable projects and initiatives, driven by teams that have both the skill and the resources to deliver high-quality outcomes. In such environments, the role of the programme manager shifts towards ensuring that the organisation’s strategic vision remains dynamic and responsive to changes in the external environment, and that capabilities are continuously developed to keep pace with or exceed that vision. Success in this quadrant requires maintaining a balance between aspiration and execution, ensuring that vision and capability grow in tandem. Projects in this category are characterised by innovation, market leadership, and the ability to respond agilely to new opportunities. Examples include launching cutting-edge products that set industry standards, entering and dominating new markets through strategic acquisitions, and implementing organisational changes that significantly enhance productivity and employee engagement.
Conclusion
This essay underscores the critical interdependence between vision and capability within organisational change initiatives. The vision/capability matrix not only aids in the diagnostic assessment of an organisation’s current state but also serves as a strategic tool to guide future direction. This synthesis of vision with capability fosters a resilient and dynamic approach to managing change, ensuring that organisations are not only prepared to navigate the complexities of today’s business landscape but are also poised for future success.
Recommendations
Conduct Regular Vision-Capability Assessments: organisations should periodically assess their position within the vision-capability matrix to ensure alignment with strategic objectives. This can help in identifying areas requiring attention, be it enhancing vision through clearer strategic planning or augmenting capability through skills development or resource allocation.
Invest in Strategic Capacity Building: Particularly for those in the high vision/low capability quadrant, it’s crucial to focus on strategic capacity building. This could involve targeted training programs, hiring strategies to fill skill gaps, or partnerships to enhance organisational capabilities.
Enhance Vision Clarity: For organisations identified with high capability but low vision, investing in strategic planning processes to clarify and communicate a compelling vision is essential. This ensures that the organisation’s resources and talents are aligned with a purposeful direction.
Foster a Culture of Agility and Learning: Encouraging a culture that values agility, continuous learning, and adaptability can help organisations navigate from any quadrant towards high vision/high capability. This cultural shift ensures that organisations can rapidly respond to changes and seize new opportunities.
Implement Integrated Project Management Practices: Adopting flexible and integrated project management practices that can be tailored to the organisation’s current vision and capability level. This ensures that projects are not only executed efficiently but are also aligned with the strategic goals of the organisation.
References:
Yazici, H. J. (2020). An exploratory analysis of the project management and corporate sustainability capabilities for organizational success. International journal of managing projects in business, 13(4), 793-817.
Shenhar, A. J., & Dvir, D. (2007). Project management research—The challenge and opportunity. Project management journal, 38(2), 93-99.
Demerouti, E., & Bakker, A. B. (2023). Job demands-resources theory in times of crises: New propositions. Organizational Psychology Review, 13(3), 209-236.
Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard business press.
Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business Press.
Beusch, P., Frisk, J. E., Rosén, M., & Dilla, W. (2022). Management control for sustainability: Towards integrated systems. Management accounting research, 54, 100777. Beusch, Frisk, et al. (2022).
I recently looked again at the best selling book, How to Win Friends and Influence People by Dale Carnegie. The lessons in this book are keeping up well with the times, despite the book first being written nearly 70 years ago (1937). Despite its age, its themes still resonate loudly in today’s workplace and social milieus. I am writing this article partly as a reflection of my own journey in (professional and personal) socialising, but also to revisit themes to reinforce the ideas of this book, in short, to learn to respect other people better. The question of the utility of respect is admittedly tongue-in-cheek as sincerity is the caveat behind all of the advice in Carnegie’s classic canon work.
Below is a summary of some of the key ideas. It is not intended as a comprehensive summary of the book but rather a short guide to core ideas that can help anyone wishing to socialise better. The context of the discussion leans toward those in a career in academia; however, the principles are highly portable to other industries, and even in one’s personal life.
Don’t criticise
This advice requires careful examination, as giving and accepting criticism is paramount to successful growth of the individual and institution. The advice is not to become a conformist, per se, but rather to package criticism into constructive parcels which contain objective analysis and scholarly-backed recommendations. ‘Constructive criticism’ is an art, it requires the ability to self-reflect, as well as understand the challenges inherent in any individual’s or institution’s growth process.
Criticism is something we can avoid easily by saying nothing, doing nothing, and being nothing.
Aristotle (alternatively attributed to Elbert Hubbard)
This rather ironic statement indicates that criticism is a part of life. And yet, there is a way to do so (criticise) without causing grievous harm to the recipient. In fact, as academics, high-quality criticism is valuable, and is the basis for peer-reviewed publications in scholarly journals.
The flipside is that how should one handle criticism? When it is constructive, accept criticism with gratitude – when it is personal or deconstructive, take criticism with a grain of salt. In short, criticise to construct and leave out any personal comments in doing so; do not seek to deconstruct or delegitimise the target, but rather provide a way forward for the recipient to understand the intent of the interlocutor.
Give honest and sincere appreciation.
One of the most satisfying things in life is showing sincere appreciation for someone who has worked hard or has done something well. Acknowledging acts which go ‘above and beyond’ is a duty of every manager toward their team, but also an employee doing their job, even to the bare minimum requires positive acknowledgement. It is important to set the bare minimum to a level that, when achieved, constitutes high performance is important to maintain morale. Below is a scene from the film Office Space which illustrates the problem of always expecting people to work to a higher level than written in their contract.
What are your thoughts on this scene? Write your comments below!
Ways to Make People Like You
Become genuinely interested in other people
This point comes down to sincerity. No one likes to be merely a means to an end. In business, quid pro quo (something for something), is important; in friendships, it is equally important (see Phelan, 2023). However, there is a difference. In friendships, the time between exchange may be longer than in business. In friendships, giving does not expect a return on investment, per se, but once reciprocation occurs, the friendship deepens with trust and further commitment. Without reciprocation, a feeling of ‘being used’ may develop. No matter how mutual value is measured–tangibly or intangibly–parties must feel a mutual benefit to deepen the relationship. However, this does not invalidate acts of altruism, for example, taking care of a sick relative without expectation, however, one may argue that the recipient can, in their own way, show gratitude and thanks, which itself can be a reward and deepen trust and personal feelings.
Smile
Be careful about this one. Excessive smiling can be toxic. However, being aware of one’s facial expressions is essential for gaining ‘immediate trust’. It is not just about smiling, but providing facial expressions which indicate approachability. Smiles take on many different characteristics.
Fig. 1. The many varieties of smiles
A group of people with various types of smiles according to AI image generation.
Remembering a person’s name
This one is easy to forget. If you’re like me, sometimes you can forget a name only minutes after being introduced. A commitment to memorising names means finding a way to associate the name to the person’s characteristics. Association is a strong way to memorise as it combines your own intersubjective experience with some visible fact about the person, for example, someone named Malcolm might have very well combed hair, i.e. mal+’comb’. This is highly subjective and depends on your own associations. However, the important part is making an extra effort to remember names.
Make the other person feel important – and do it sincerely.
You might have read that getting someone to talk about themselves is a key way to befriend them. If you take over conversations, and not allow others to get a word in edgewise, then you are making yourself the most important person; however, if you sincerely take an interest in what others have to say, then not only will you build rapport, but also you may learn something.
The only way to get the best of an argument is to avoid it
Always avoid arguments whereby the interlocutors are fighting over their opinions. Descartes is often quoted as saying ‘I think, therefore I am.’ But this only tells part of the story. Descartes was led to this conclusion from the ontology of doubt. The purpose of this doubt is not to fall into a sceptical abyss, but rather to strip away all beliefs that could be even slightly uncertain, to find a foundation for true knowledge. In other words, it is doubt that brings about conscious thought. Doubt is not just about what others say, think and do, but also what one says, thinks, and does. Doubt is the core principle behind academic inquiry, and can help avoid arguments which lack self-scepticism.
In short, show respect for the other person’s opinions. Never say, ‘You’re wrong.’ If you are wrong, admit it quickly and emphatically.
Appeal to the nobler motives
One’s high standard of ethics and a strong centre built around informed principles assure that others will perceive one as reliable and trustworthy. Living by codes such as self-discipline and altruism assure others are attracted to one who is seen as consistent with high quality character. Nobler motives will always trump heuristic arguments intended to solve some short term problem by sacrificing, rather than upholding the greater good.
Dramatise your ideas
Passion is the number one factor behind the decision for someone to work with you as opposed to someone else when all other factors are roughly equal. A qualified unpassionate versus a qualified passionate will inevitably lead to the latter being chosen for friendship, promotion, or any other benefit when someone is choosing between you and others. By ‘dramatise’ it means that you can successfully portray vision to others through a passionate ‘acting out’ of ideas.
Talk about your own mistakes before criticising the other person
Further to the criticism section above, why not make clear your own shortcomings before speaking to someone else about theirs. It may be your job to constructively criticise your team; however, showing humility goes a long way to build trust and honour with those over whom you have authority.
Let the other person save face
Leaving no room for a person to save face means they will either have to accept they are ‘all wrong’ or ‘all right’. This binary thinking happens in a blame culture. Important at work and even more important in friendships, one should always allow a person to save face by allowing for external variables which may have led a person to make the wrong choice. Consider the manager / employee dialogue below:
Scenario 1: Not Allowing the Employee to Save Face
Employer: “John, I’ve noticed that the recent project you led did not meet our deadline, and this has put us in a difficult position with our client. Can you explain why this happened?”
Employee (John): “Yes, I understand the situation. We encountered several unexpected challenges, including…”
Employer (interrupting): “That’s no excuse. We always face challenges. It was your responsibility to foresee these issues and deal with them. Because of this failure, the company has lost a significant amount of credibility and potentially a lot of revenue.”
John: “I understand, but I tried to…”
Employer: “There were clear signs you were falling behind. You’ve let the team and the entire company down. We’ll need to consider serious repercussions for this.”
John (feeling defensive and humiliated): “I did everything I could. The problems were beyond my control.”
Employer: “That’s what everyone says when they fail. We’ll have a meeting with HR about this on Monday. That’s all.”
Outcome: John feels publicly shamed and demotivated. He becomes less engaged at work and starts looking for new job opportunities. The team’s morale drops, seeing how failures are harshly penalized, leading to a culture of fear rather than one of learning and improvement.
Scenario 2: Allowing the Employee to Save Face
Employer: “John, I wanted to talk about the recent project. It didn’t go as planned, and I know this wasn’t the outcome any of us hoped for. Can you share your perspective on what happened?”
Employee (John): “Yes, I appreciate the opportunity to discuss it. We ran into several challenges, including…”
Employer: “I see. These projects can certainly throw us curveballs. What do you think we could have done differently to manage these challenges better?”
John: “In hindsight, we might have benefited from more frequent check-ins with the team and perhaps sought additional resources sooner.”
Employer: “That’s a good insight. I believe in your abilities, John, and I know you did your best given the circumstances. Let’s consider this a learning experience. How can we apply what we’ve learned to improve our processes and prevent similar issues in the future?”
John: “I think a debriefing session with the team to collect feedback and establish new protocols could be beneficial. I also want to explore additional training for myself and the team to better prepare for unexpected challenges.”
Employer: “That sounds like a constructive approach. Let’s work on those action items together. We all make mistakes, but it’s how we learn from them and move forward that counts. I’m here to support you and the team in making those improvements.”
Outcome: John feels supported and valued despite the project’s outcome. He is motivated to identify solutions and improvements, leading to a stronger and more resilient team. The company culture becomes one of continuous learning and support, encouraging innovation and risk-taking without fear of blame.
In short, environments that support open communication, admit mistakes, and encourage learning from failures—without placing blame—can significantly enhance team performance and innovation, and allow people to save face, which ultimately encourages high morale and personal and professional growth for all involved (Edmondson, 1999). Whilst is may be tempting to make exceptions to this rule when someone commits the most extreme acts, saving face is a crucial component of rehabilitation (Braithwaite and Braithwaite, 2001).
In sum, in revisiting Dale Carnegie’s seminal work, ‘How to Win Friends and Influence People,’ nearly 70 years after its initial publication in 1937, the lessons are as relevant today as they were then. The book underscores the central importance of respect and sincerity in building relationships, a premise as valid in academia as in any field. Criticism, a cornerstone of academic growth, when constructively rendered, fosters improvement while preserving dignity. Aristotle’s insight on criticism underscores its inevitability and its potential for constructive, rather than destructive, outcomes. The art of giving honest appreciation, crucial in any leadership or collegial role, fosters a positive environment conducive to exceeding expectations.
Moreover, Carnegie’s advice transcends professional boundaries, advocating for genuine interest in others, the power of a smile, and the importance of remembering names, all of which strengthen bonds. Avoiding arguments by respecting differing opinions and appealing to nobler motives cultivates an atmosphere of mutual respect and understanding. The dramatisation of ideas with passion and acknowledging one’s own mistakes before offering criticism encourages a culture of humility and learning.
The dichotomy between handling criticism without allowing an individual to save face versus a more empathetic approach highlights the transformative power of constructive feedback. The first scenario depicts a demoralizing encounter that stifles growth and motivation, while the second demonstrates how allowing an employee to save face can lead to productive outcomes and strengthened relationships. This illustrates the significant impact of communication style on individual and team development, advocating for a culture that values learning from failures as much as celebrating successes. Through Carnegie’s timeless wisdom, we are reminded of the fundamental human need for respect, understanding, and sincere interaction, principles that remain as relevant today as they were nearly a century ago.
References:
Phelan, M. (2023). Rethinking friendship. Inquiry, 66(5), 757-772.
Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.
Carnegie, D. (2023). How to win friends and influence people. Good Press. [Link]
Braithwaite, J., & Braithwaite, V. (2001). “The Importance of ‘Saving Face’ in Restorative Justice Conferences Involving Young Offenders.” In A. Morris & G. Maxwell (Eds.), Restorative Justice for Juveniles: Conferencing, Mediation and Circles. Hart Publishing.
‘No prophet is accepted in his own country.’ –Luke 4:24
‘Is it not gentlemanly not to be upset when others do not recognize your abilities?’ –Analects, 1.1
Navigating a professional career is filled with both challenges and opportunities that contribute to our growth and experience. Through overcoming obstacles and embracing new possibilities, we learn and adapt, leading to professional development that is both non-linear and unique to each individual. Transitioning from one job to another can be an opportunity to apply the lessons learned from previous roles. While some may view a job change as an escape from unfavorable conditions, it’s more constructive to see it as a deliberate move toward personal and professional advancement, regardless of any negative factors that may have influenced the decision.
When considering a job change, various tangible and intangible factors come into play. Sometimes, the reasons are clear-cut, such as a significant promotion or a better location, making the decision straightforward. But what about when the move is more lateral or only marginally better? Elements like organizational culture, opportunities for professional development, and what can be termed “job fatigue handoff” may significantly influence the decision. Personal reasons, such as family obligations, can also be pivotal, often outweighing professional considerations.
Organizational Culture: The Impact on Quality and Retention
Organizational culture significantly influences job satisfaction and, consequently, voluntary turnover rates. Employees often choose to stay or leave based on how well their values align with the organization’s practices. In today’s competitive landscape, especially within Industry 4.0 sectors, employers face challenges in recruiting and retaining the skilled talent necessary for success (Li, 2022). This raises the question: what kind of organizational culture effectively retains talent?
A culture that aligns the company’s objectives with the talents of its employees is essential. When organizations focus too heavily on cost-cutting measures, such as spending freezes that impact quality, they risk undermining employee morale and customer satisfaction. Customers who invest in premium services expect high-quality outcomes, and compromising on quality can erode trust and loyalty.
Investing in quality and employee development is a strategic approach to talent retention. Recruitment can be costly and time-consuming, so maintaining a supportive environment that fosters growth benefits both the organization and its staff (Muduli & Trivedi, 2020). Adopting principles like “never compromise quality,” as emphasized in the DSDM Agile project management framework, can enhance project outcomes and reinforce a culture of excellence. Ultimately, cutting investment in staff and quality initiatives may offer short-term savings but can lead to long-term challenges in retaining top talent and achieving organizational goals.
Professional Development: Beyond the Meeting Room
Effective professional development is not one-size-fits-all; it should be tailored to the individual, allowing for organic growth toward personal goals and aspirations that ultimately benefit the organization. While formal qualifications and certifications are important, they are not substitutes for practical experience and demonstrated abilities. It’s essential for professional development initiatives to focus on fostering transferable skills rather than merely promoting conformity through policy learning (Muduli & Trivedi, 2020).
Recognition through qualifications, enhanced job titles, and appropriate compensation is crucial as employees contribute more to the organization. This is particularly important in sectors like higher education, where internal staff development plays a vital role in retaining talent. Regular, open conversations between managers and team members can help identify opportunities for growth and address concerns proactively. Encouraging and facilitating career advancement within the organization can prevent talent loss.
However, organizational politics and cliques can sometimes hinder professional development opportunities (Haldorai et al., 2020). Overcoming these challenges requires a culture that prioritizes merit and collaboration over individual agendas. By placing talent development at the forefront and ensuring that organizational structures support rather than impede growth, long-term success becomes more attainable.v
Job Fatigue Handoff: Recognizing and Addressing Overload
Over time, employees may find themselves managing legacy projects without clear lifecycles, leading to an accumulation of responsibilities that can become overwhelming. This is especially true for directors and senior staff, whose duties often expand without corresponding adjustments in support or compensation. “Job fatigue handoff” refers to the scenario where an employee chooses to leave an organization due to the unsustainable nature of their workload, which detracts from higher-level, strategic activities.
Rather than viewing this as a loss, organizations can adopt proactive strategies to prevent job fatigue. One approach is to implement periodic workload assessments and allow directors and key employees to redistribute responsibilities temporarily. This can help reset deadlines and manage expectations, ensuring that goals remain achievable. Adopting an Agile management structure can facilitate this flexibility, promoting collaboration and adaptability.
By providing support and recognizing when employees are overextended, organizations can mitigate the risks associated with over-reliance on individual talent. Encouraging teamwork and knowledge sharing not only prevents burnout but also builds a more resilient and efficient organization. Regular opportunities for staff to reset and refocus can lead to sustained productivity and job satisfaction.
Conclusion: Investing in Talent for Long-Term Success
In conclusion, this reflection underscores the importance of moving in a positive direction, both individually and organizationally. Retaining talent is crucial for long-term success, and this requires promoting and encouraging growth at every stage, as well as challenging and rewarding effective leadership. While identifying the specific needs of individuals can be complex, it’s clear that talent is attracted to environments that offer resources and recognition. By investing in these areas and supporting staff development, organizations can build a strong foundation for future success.
References
Haldorai, K., Kim, W. G., Pillai, S. G., Park, T. E., & Balasubramanian, K. (2020). Factors affecting hotel employees’ attrition and turnover: Application of pull–push–mooring framework. International Journal of Hospitality Management, 91, 102659. Li, X. (2022). Talent management in the era of Industry 4.0: A systematic literature review. Journal of Industrial Engineering and Management, 15(2), 123-140. Muduli, A., & Trivedi, J. J. (2020). Workforce agility: Examining the role of organizational practices and psychological empowerment. Global Business Review, 21(3), 759-774.
Source: Own work.
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