Lecturers and FELT Hall
Experts with a FELT background (finance, economics, law and technology, including engineering and information technology) can find it harder than most people to change their minds and understand the whole range of issues that affect on decision findings. This will be a special problem when they are introduced to the senior level in large companies or political institutions. Ideology and dogmatic examination further reduces the opportunity for further thinking and development of self-awareness. Dangerous, self-propelled spiral Felt thought creates a lead in secret that can quickly take business into bankruptcy, but divorce those who are responsible for the low gratitude of what went wrong.
The problem is worsening when an analysis is under a hub, characterized by arrogance and hyperactivity. This increases the risk of unforeseen problems caused by bad policies. Politicians, for example, push me through new features, but remotely think about long-term consequences. Partly, it is because both they and senior officials sometimes have poor analysis of human psychology and known laws and # 39; of unintended consequences.
As the old saying says, "Economist is the one who has never met a person but has declared that he is declared." However, it's not just economists who struggle. The resolution among many FELT experts is that people make sense; This reasoned argument and "objective" analysis are enough to change behavior. They tend to think that "goals," rewards and recognition are enough to get a commitment. that these assumptions are incorrect.
FELT experts emphasize what seems logical, logical and analytical thinking. The problem is that most people, despite the models used by economists, are not really logical. Individuals expect events and respond to situations based on highly subjective emotional motivation. Therefore, when enabled, Adaptive Human Intelligence is much better than Machine Utility to respond to difficult definition of complex issues. Thank you for these powerful threads. affecting the quality of communication, creating a sense of shared purpose, opening the proposed work, and true crave customers to be safe in some mysterious and expensive brands.
At some point, a FELT expert may be well-acquainted. They then need to transition from managing a group of experts who share the same mindset to success with diverse groups working in a varied and more complex environment. Really responding to varied groups and individual differences is one of the main challenges facing leaders today.
In this context, a technologist who manages activities (eg as an officer) usually works within a framework that is reasonable, logical and has a number of common values. This model states that goals can be clearly defined and solved by direct forward-thinking and analysis of issues. Understanding common goals is easier when everyone starts on the same page. Unfortunately, there is often little understanding of the work needed to get this position when working with diverse groups.
Forget the myths and acts of "Great Leaders" of history. Most of these people would struggle to deal with the complexity of modern world. It's not enough to have courage, charism, or cunning. the century is important to understand the interplay of common sense and feelings and the best way to create a common purpose and to open the intended work. Understanding fundamentally is a key factor in helping executives turn to leaders. Slogans sound good, but it requires the coordinated efforts of a group of people to to solve difficult, bad problems.
Leadership development often lacks what they need. They fail to deal with psychology that interferes with reciprocal links or essential factors that promote human adaptation. However, often Assume that experienced professionals can make seamless transition in a major summit about. The fact is that without adequate training, many people are badly prepared for the task. Members reporting this to & # 39; leaders & # 39; all too often will quickly understand the loss as their energy and interest slip away.
Training Tools and Technology
Resources are needed to promote dialogue and transparency that make clearer learning and development. These tools include 360 degree feedback and working conditions. Understanding the working environment provides insight into important aspects of the behavioral process that influence leadership. The process also raises awareness of individual differences that influence incentives and steps that help diagnose problems, engagement with others and delivering results.
Profiling culture of the working group or department within the organization also offers useful insight into the measures needed to build an environment that encourages great success. It is worth remembering that this disturbance in an employee's workplace is usually the main reason for leaving good people. The high turnover of employees involves significant loss of talent and self-inflicted costs that affect the bottom.
Every company needs to consider the FELT deficit and how to manage it efficiently. Of course there are also other organizations that might benefit from some inappropriate analysis among those at the highest level. It is said that there is clear value in using analytics and technology to support development projects that encourage adaptive information and effective leaders. Strong systems and feedback loops are also necessary. The risk of individual inability is always present and a threat to all agencies. High-quality supportive support is best achieved when transparency is supported by clear standards and clear understanding of key issues.
Reciprocal links become increasingly important at work, which means that your actions affect others and their responses will then affect your perceptions. Most importantly, however, organizations need to consider how to minimize hubris, especially among those promoted to the top-level role. Response and transparency encourage self-awareness. This helps to develop leadership skills that assess the ability to build on other perspectives.