OWO informal leader/coordinators: Are facilitators, listeners, *triangular professionals, and voluntary Aren’t “official” Aren’t responsible for the performance of co-workers or work outcomes Aren’t “permanent” Coordinate only in agreement with co-workers Don’t get compensated for OWO informal contributions Don’t with people’s work, only support it “interfere” Don’t have a description” “job Don’t tell co-workers what to do or how to it; they offer suggestions and ideas Use influence, not “power” Enjoying your job MORE: Be more of a role model or mentor Contribute more Expand your administrative skills more Have more to show for your professional know-how Serve and help others more JOB ADVENTURE 50: Outside-the-box mapping (objective detective) Outside-the-box organizational maps can any graphic symbols (shapes, faces, photos, etc.) desired to represent people, departments, products, relationships, viewpoints, projects, teams, competitors, action alternatives, etc. Just for example, the following box map navigates the range of an org’s most valuable (closest to center) clients outward to the most marginal fringe clients. The distance pattern empowers administrators to evaluate which clients to and dine” “wine the most over time. Box (distance-related) mapping makes it easy for inquisitive professionals to discern with eyes” the degrees of “eagle success (value-added) in different niches of their organization. Additionally, box mapping facilitates constructive group discussions of strategic issues such as: What surprised you about the map? How should the map be revised to more accurately reflect reality? How do you feel about the revised map? What operations changes are suggested by the map’s value-added pattern? Who should participate in the map’s discussion session? More examples of box map topics: How morale levels differ in different parts of the org Organizational teamwork patterns Patterns and causes of employee turnover throughout the org techniques that work best for our organization Status quo (lack of progressive change) patterns in the org Enjoying your job more: Engaging group participation activity Understanding progress levers throughout your org Mapping out success at the grassroots level Seeing big picture org reality JOB ADVENTURE 51: Parking Lot Radios (Tuned in to W.O.R.K. radio?)
OWO informal leader/coordinators: Are facilitators, listeners, *triangular professionals, and voluntary Aren’t “official” Aren’t responsible for the performance of co-workers or work outcomes Aren’t “permanent” Coordinate only in agreement with co-workers Don’t get compensated for OWO informal contributions Don’t “interfere” with people’s work, only support it Don’t have a “job description” Don’t tell co-workers what to do or how to it; they offer suggestions and ideas Use influence, not “power” Enjoying your job MORE: Be more of a role model or mentor Contribute more Expand your administrative skills more Have more to show for your professional know-how Serve and help others more JOB ADVENTURE 50: Outside-the-box mapping (objective detective) Outside-the-box organizational maps can any graphic symbols (shapes, faces, photos, etc.) desired to represent people, departments, products, relationships, viewpoints, projects, teams, competitors, action alternatives, etc. Just for example, the following box map navigates the range of an org’s most valuable (closest to center) clients outward to the most marginal fringe clients. The distance pattern empowers administrators to evaluate which clients to “wine and dine” the most over time. Box (distance-related) mapping makes it easy for inquisitive professionals to discern with “eagle eyes” the degrees of success (value-added) in different niches of their organization. Additionally, box mapping facilitates constructive group discussions of strategic issues such as: What surprised you about the map? How should the map be revised to more accurately reflect reality? How do you feel about the revised map? What operations changes are suggested by the map’s value-added pattern? Who should participate in the map’s discussion session? More examples of box map topics: How morale levels differ in different parts of the org Organizational teamwork patterns Patterns and causes of employee turnover throughout the org techniques that work best for our organization Status quo (lack of progressive change) patterns in the org Enjoying your job more: Engaging group participation activity Understanding progress levers throughout your org Mapping out success at the grassroots level Seeing big picture org reality JOB ADVENTURE 51: Parking Lot Radios (Tuned in to W.O.R.K. radio?)