It has been about 3 days since our little experiments pertaining to the systemization of the office structure have begun and the mood in the office has shifted. The past few days have seemed like high tension, high stakes days for most people. There is no denying that by the end of the day we are so mentally obsolete that I, for one, don’t know whether to feel exhilarated or just exhausted.
This shift in atmosphere is not something anyone can ignore or even leave unnoticed. We did what we, as an office, always do- had a conversation that involved everyone that was in the office at that moment. The end result of this was the decision to start splitting roles and delegating work to establish the next step in this organisational process.
The good thing about this, if we are able to achieve it, is that eventually all the pending work would be done once and for all and from that point onward, there will only be a sustainable amount of work each person has to do. The flip side in my head, however, is that this isn’t an easy exercise to do as the outcomes are far too varied and probably even extreme:
One outcome could be that each of us, being unsure of how much the other person will be able to complete, will end up delegating the bare minimum. The other way would be that we just pass on everything that we can’t do leading to an extreme testing of the patience and work capacity of the last person on the hierarchical ladder.
Either of these methods would set us up for spectacular failure.
The only positive solution to this activity would be to follow a balanced approach that relies on gradual change of systems rather than a sudden upheaval of habits that have been inculcated over a long period of time.
How we reach this balance is a whole ‘nother story altogether- One that I will share with you, as and when we progress forward.
Stick around, it seems like it is going to be a bumpy but crazy ride!
Namitha.
This shift in atmosphere is not something anyone can ignore or even leave unnoticed. We did what we, as an office, always do- had a conversation that involved everyone that was in the office at that moment. The end result of this was the decision to start splitting roles and delegating work to establish the next step in this organisational process.
The good thing about this, if we are able to achieve it, is that eventually all the pending work would be done once and for all and from that point onward, there will only be a sustainable amount of work each person has to do. The flip side in my head, however, is that this isn’t an easy exercise to do as the outcomes are far too varied and probably even extreme:
One outcome could be that each of us, being unsure of how much the other person will be able to complete, will end up delegating the bare minimum. The other way would be that we just pass on everything that we can’t do leading to an extreme testing of the patience and work capacity of the last person on the hierarchical ladder.
Either of these methods would set us up for spectacular failure.
The only positive solution to this activity would be to follow a balanced approach that relies on gradual change of systems rather than a sudden upheaval of habits that have been inculcated over a long period of time.
How we reach this balance is a whole ‘nother story altogether- One that I will share with you, as and when we progress forward.
Stick around, it seems like it is going to be a bumpy but crazy ride!
Namitha.
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