With workplace cohesion, systems of operation and the application of human effort are smooth and seamless. There's confidence and enjoyable energy of the positive kind. Efficiency comes from attention to detail and fearless accountability, productivity increases with communication and support, people choose to stay with the company because they like taking part in cultural excellence and working life is good, thanks to autonomy and trust.
Negative energy feeds on illusions of disaster with a 'someone to blame' so you can feel the wrongdoings of others and the malaise of the world around you. Negativity leaves scant room for joy, excitement or goodwill if allowed to run amok, which in most cases, it is. Left to its own devices, infiltration of discord and distrust blocks any move towards positive change very efficiently, because it can.
By the time we've reached half-way in a Foundation programme, most people have taken to the idea that how they view the company has a lot to do with what they're doing in it. We uncover the traps of confirmation bias and blame cycles, look at how things work in human nature and learn how to get the best from ourselves. Stirred by a spirit of intent, the workplace comes to life as eager crusaders overtake the ne'er-do-wells afraid of change.
Negativity won't give up without a fight. With powerful purpose, it strives for inertia. Doing nothing is its best buddy. "Resistance is futile," it keenly observes, drawling out evidence from decades of history to prove its point. You might as well not bother because nobody else will. "Nothing will change around here," rings the familiar battlecry up and down the halls of discontent.
Swayed by the necessity to keep momentum on a trajectory into the unknown, the management team needs extra support. Those who take proactive leaps of faith are applauded by their teams, most of whom want engagement to become a reality. Engagement is achieved by letting go of reins and allowing the company to lift its head up, run ahead, flourish, and be free to reach excellence. That's what it wants. That's what negativity has successfully stopped it from doing...
Want to taste the full-bodied clarity of achievable objectives? Here's another take on it:
In different water altogether now, teams are strengthening of their own accord, for cohesion is the absence of fragmentation, competition and silo mentality. The company strengthens with informed recognition that operations need the lifeblood of communication more than anything else. 'Teams'= people who connect in the knowledge that their part of the system is reliant and relied on by other parts played by other people. Seamlessness comes about from this crucial element of engagement.
The word 'teams' is probably misleading in context. A team implies a group in opposition to other groups - a precept to run a mile from! A company has an arterial network (CEO to grass roots) and a venous network (grass roots to CEO) just like any other living organism. In attaining cohesion, employees form collaborations in exchanging information, silos are dissolved and responsibility isn't so scary after all, in fact it's quite fun to be talking sense amongst ourselves and watching the organisation lift its act for all to see.
Excellence = an achievable objective; Coherence is required to reach it.
Coherent light creates lasers, incoherent light comes from a bulb. One warms a lampshade, the other cuts through steel. Given the chance to take part in success, networks thus formed nourish the company's vascular system and generate miraculous results - no kidding. Ask for current reviews in confidence.
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Be prepared to change with the evolving system and give enjoyment room to breathe, for it has a place. Never underestimate the power of positive energy! Experts linked above would all agree.