TAKING BACK CONTROL
Our brain differentiates between three groups of goals: physical goals, social goals and mental goals.
On a social level our brain wants be certain not to be excluded from the group. Intended for an age of very little to no social mobility, the techniques it developed for this goal are no longer ideal. The 'us against them'-mentality, the constant need for affirmation and the tendency to avoid conflict with people in the hierarchy lead to a situation where information does not flow through the right channels, problems are detected too late and entire departments are unknowingly crossing each other.
By creating awareness on how our brain works, providing systems to avoid problems in communication and building an environment in which clarity and security prevail, teamwork can flourish throughout the company.
ILC-social is aimed at the three pillars of our social instinct: team, job and code.
Validation, recognition and inclusion are basic human needs. When these needs are not met, it creates a reflex of fear that resonates over the whole spectrum. From physical health to mental well-being and the quality of work.
We learn the basic principles of group dynamics and body language through theory, written mails and roleplay.
By developing awareness, knowledge and skills on what teams need, we stimulate smoother cooperation.
If you want a team to run smoothly, everyone will need to know what is expected of them. This is no easy feat in an environment where tasks become more complex, hierarchy is more fluid and communication generally happens digitally.
We learn how to prepare communicating about a team's responsibilities using ‘leading from behind’-exercises. How do you deliver a message and how do you give/receive constructive criticism. This will create a team in which the members help and support each other.
Every team and every company has its own ‘code of conduct’ or corporate culture, a set of rules that determines acceptable behaviour. How fast should an email be answered? Is it alright to be a couple of minutes late? Can you call a colleague on holiday with an urgent question?
As teams and their members change, tension rises due to conflicting codes. By clarifying these rules people know what they can expect and we reduce unnecessary tensions.
By being aware of how our social interaction works on a subconscious level, we can direct and adapt it to create an environment focussed on constructive cooperation.
This paves the way for a positive spiral of energy: more efficient work, creative solutions and of course a good night's rest.