Theory E²: Working with Entrepreneurs in Closely-Held Enterprises XI. The Acts of Appreciation

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises XI. The Acts of Appreciation

There are three domains through which acts of appreciation can channel and transform potential human capital into organizational energy. These three domains are information, intentions and ideas.

The Three Domains

The domain of information is entered whenever we attempt to find out more about the current condition in which we find ourselves. In soliciting information, leaders act as researchers, asking questions that can be answered by a systematic collection of information. For example, if a college wants to know which of four academic programs are potentially most attractive to a particular group of prospective students, then a sample of these students might be asked to indicate under what conditions they would be likely to enroll in each of these four programs. The information obtained is valid if the students have been honest, if the right questions were asked and if the sample used was representative of the entire pool of potential students. If the information is valid, then the college should be able to state with some confidence which of the academic programs is most attractive to this population of potential students.

In understanding the current situation, however, leaders must not only seek information that is valid. They must also seek information that is useful. It must relate to the target that the leader and her team wish to reach. Thus, if the target concerns increased financial viability for a college, then a market survey will be of little use, even if the information obtained were valid. It is only useful if the costs associated with each of the four programs also can be determined, along with the acceptable tuition levels for this population of students regarding each of the four programs. It is surprising to see how often information is collected that relates only marginally to the problem faced by an organization!

Many realistic plans can be established and problems can be solved through the systematic collection of valid and useful information. This lies at the heart of rational, linear planning and modern management processes. In other instances, unfortunately, effective leadership cannot exclusively be based on information about the current situation. Many organizational decisions, particularly those involving people rather than machines, center, at least in part, on conflicting goals, objectives or desired outcomes. Attention must shift from the domain of information to that of intentions. This domain is likely to be particularly important in today’s society, where conflict in values and purposes is so common.

The domain of intentions is entered whenever we attempt to understand and clarify an organization’s mission, vision, values or purposes. While research prevails in the area of information, clarification prevails in the area of intentions. Unlike traditional approaches to the clarification of intentions, which tend to emphasize enforcement or modeling, intention clarification focuses on the way in which mission, vision, values and purposes come into being. As we become clearer about our intentions, we will begin to produce solutions that are more and more consistent with these intentions. The process of clarifying intentions becomes richer and more profound as each of us moves toward greater maturity. A mature intention is freely chosen; it is not imposed (an imposed requirement is part of the situation). A mature statement of mission, vision, value and purpose is prized and affirmed; this statement serves as a guiding charter for one’s department or organization and is repeatedly acted on in a consistent and persistent manner.

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About the Author

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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