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번역기법 delegate complexity upwards 경영전략 Unilever encourages employees to “delegate complexity upwards”—seeking management support and involvement when they feel caught between tensions. At Lego, similarly, leaders avoided paralysis by pushing through early frustrations. For example, one manager asked, “How can I be in charge and let others make the decisions?” While initial feelings of anxiety frustrated decision making, managers became focused on setting clear boundaries and goals early in a project, then empowering their employees within those constraints. Confidence is the antidote of defensiveness, helping individuals work with, rather than against, tensions. Confidence forms over time, and begins by taking risks. Trusting in the capabilities of one’s self, team, or organization helps avoid defensiveness and opens the possibility for innovation. Confidence, trust, and risk taking can then become mutually reinforcing, developing together to fuel winning streaks. As Martin recommends, building your capacity for integrative or paradoxical thinking requires learning to step back and question your initial discomfort and desire for an either/or solution. 동영상 강좌 - 해석기법 |