Use corporate culture to activate "rubber people" in the workplace

Use corporate culture to activate "rubber people" in the workplace

Use corporate culture to activate "rubber people" in the workplace

With work efficiency With the improvement of the economy and the acceleration of the pace of life, more and more professionals are facing day-to-day mechanized work and pressure. Their sense of accomplishment is decreasing, and the flexibility of their emotional stress resistance is also decreasing, and this state is still specific. Continuously in the corporate environment. The mood of these professionals is like a spring that continues to stretch. They have lost their previous emotional experience and psychological flexibility towards work. Their workplace life is like a bowl of bland boiled water, becoming increasingly devoid of vitality and vitality. As Wang Shuo described in the novel: "There are no nerves, no pain, no efficiency, no reaction. The whole person is like made of rubber. He does not accept any new things or opinions, is indifferent to criticism and praise, and has no sense of shame or honor." people in the workplace. This is a workplace phenomenon that we often talk about today, the "rubber man in the workplace."

The emergence of "rubber people in the workplace" is not an accidental phenomenon. The reasons for the burnout of losing dreams and passion for work come from different aspects. From the perspective of the external social environment, China is currently in a period of social transformation, and all kinds of bizarre phenomena are happening around us, constantly stimulating people's psychological induction systems. The lack of faith and belief, as well as the indifference and alienation of relationships between people, make people increasingly feel the lack of warm care and comfort of life. The accumulation of these negative emotions makes people feel more and more mentally exhausted, and then become numb and pale. Undoubtedly, these negative psychological emotions accumulated from the social environment have become external incentives for the formation of rubber people in the workplace.

From an internal perspective within a company or organization, the current intensification of business competition and the acceleration of the pace of work have also led to the continuous overdraft of work enthusiasm and passion among professionals. They (she) are also facing the challenges caused by fierce competition. Decreased sense of achievement. If these factors cannot be effectively dealt with, employees' psychological expectations and positive emotions will be exhausted. Over time, the emergence of rubber people in the workplace is inevitable.

There is no doubt that the potential destructive power of a workplace rubber man without pain, love, passion and dreams to an organization is great. Because the rubbernecks in the workplace often stay in a company or organization for three to five years, or even longer, they should be the backbone of the company and also role models and imitations for new employees. And when these "rubber people" show fatigue at work and create a sluggish atmosphere, it will sweep through the entire organization like an infectious disease, making the enterprise like a patient with a bad cold and numb nerves, without vitality and vigor. Sometimes, the "rubber people" themselves don't want to fall into a period of career decline so early, and managers also have a headache. How can they save the hearts of these "rubber people" who have fallen into psychological difficulties prematurely?

In fact, more and more scholars and front-line managers are paying attention to this issue. Because when problems in the soul are exposed, the negative impact is far greater than specific management problems such as systems and processes. At the same time, problems in the soul are often hidden deep in people's emotions and wrapped in thick disguises. These cannot It can be accomplished by simple transformation of management technology, but requires more in-depth and practical organizational communication and psychological counseling. From the perspective of corporate culture, this is also a change process in which managers clarify a clear mission and vision for the organization and reshape the company's core values ??and related concepts.

Corporate culture is the soul of an enterprise. In the process of development, enterprises need to constantly deal with competition and challenges from the outside, cooperation and exchanges, as well as communication and integration, distribution and sharing within the organization. This is where the potential core value judgment of corporate culture arises. The development process of an enterprise is not only a piece of corporate history, but also a precious spiritual wealth. It teaches the employees of the enterprise what to do in order to achieve organizational development and personal achievement, and what are the standards for judging right and wrong. What is the spiritual energy to deal with challenges, where is our goal, what is our mission and the meaning of existence.

When these clear and positive emotional factors take root in the hearts of employees, a complete set of corporate cultural value systems will be generated from the inside out, becoming a continuous source of spiritual energy for employees and a spiritual driving force for the development and growth of the company.

In fact, our understanding of corporate culture is often one-sided and unsystematic. Some managers think that hanging inspiring slogans on the wall and doing some corporate image identification system (CIS) design will Organizing some spare time activities, such as mountain climbing, playing ball, or holding a singing competition, is all there is to corporate culture. The actual situation is far from being so superficial. Corporate culture is the lifeblood of an enterprise. A good and clear corporate culture can not only effectively cure the stubborn disease of "rubber people in the workplace", but is also the core need for an enterprise to last forever.

From the perspective of the chain-like mechanism of corporate culture, the company's core values, vision and mission specify the goals for individual employees and establish a common belief, which first affects the company's system, Organizational structure, relationships and related ideas. Enterprise systems and organizational systems have mandatory binding force on employees' behavior, and existing habits within the enterprise have non-mandatory binding and guiding effects on employees' work style, professional ethics, and behavioral orientation, thereby coordinating employees' behavior. The company's system and employees' behavioral habits further affect market concepts, business behavior and the company's external image. The company's marketing concept, external image and employee behavior will affect customers' views of the company, customers' purchasing psychology and purchasing behavior, and ultimately affect the company's operating performance.

When this chain mechanism continues to transmit and amplify the inherent cohesion and radiation of corporate culture, the spirit and soul of corporate employees are also enriched at work and they continue to feel the warmth of the organization and the achievements of their careers. This also effectively promotes the transformation of employees from economic people who only focus on monetary gains to social people who focus on career achievements, and to self-actualized people who pursue respect and self-satisfaction. Employees have found a platform for belonging and self-realization in the company, and the relationship between employees and the company has changed from a community of interests to a community of career, and then developed into a community of destiny.

Therefore, sorting out and reforming corporate culture is one of the effective ways to solve the phenomenon of "rubber people in the workplace". The question is, what means and process do we use to complete such a secret and significant spiritual innovation and value reconstruction in the organization?

Generally speaking, it takes five steps to complete this process from the perspective of management consulting. Stages of work: namely, the research and diagnosis stage, the concept integration stage, the system solidification stage, the behavior strengthening stage and the psychological internalization stage.

The process of corporate culture change is actually a stimulating process for employees' psychology, especially as external consultants go deep into the interior of the company and form corresponding analysis data and carry out concepts through research and interviews with employees. When sorting out, integrating, changing and innovating, employees' psychological feelings continue to increase. Especially when transitioning from the concept integration stage to the system solidification stage, the increasing intensity of employees' psychological tension is most obvious. The interviews with employees themselves are also a way for employees to vent and release their psychological pressure through talking to consultants, and improve their mental acuity. This process can also be understood more clearly through the personal psychological change curve of Setir during the change process.

Practice has proven that when corporate employees complete this psychological transformation process and begin to clarify and accept the core concepts of the changed corporate culture, their sense of identity is enhanced, their perceptions are sharper, and their work efficiency is also significantly improved. improvement.

The subsequent system solidification and behavioral strengthening are to consolidate and deepen the corporate cultural concept achievements sorted out, and to embed them into the daily behavioral requirements of employees. This requires the cooperation of corresponding corporate systems and employee behavioral norms. Echo to ensure that corporate culture concepts are continuously and effectively disseminated and strengthened in the enterprise.

The fifth stage, the psychological internalization stage, is a continuous deepening process and is actually a good learning opportunity for employees in their personal careers.

The internalization of a new culture is like changing the DNA in an organization, like turning a field planted with potatoes into a vineyard. Although this is not a simple task, scholars generally believe that it can be achieved. Regarding the new values ??after the change, employees' inner transformation often goes through the process of resistance, obedience and identity embodiment. Only after achieving incarnation and the company's new values ??are shared by most employees, can the unified values ??required by the expected corporate culture be formed.

Of course, to deal with the spread of the phenomenon of “rubber people in the workplace”, it is not only necessary for managers to promote the implementation of corporate culture changes from top to bottom, but also for individual employees to make decisions based on their own work content and corresponding responsibilities. Learn to adjust your mentality, get out of the emotional "gray area", re-recognize yourself, enhance your confidence, grasp your own strengths and weaknesses, clarify your own goals and directions, constantly explore your own strengths and potential, and be able to continue to gain a pleasant experience of work fun, and Able to actively share with peers. When these positive emotions infect more people, the company will get rid of the negative effects caused by the so-called "rubber people in the workplace" and gain new vitality and vitality. ;