PRÂGMATA laboratorio di consulenza per le organizzazioni

1. PRÂGMATA laboratorio di consulenza per le organizzazioni SYMPOSIA: “APPLYING THE DIALOGICAL MODEL TO ORGANISATIONAL CHANGE” FROM “PERSONAL MOTIVATION” TO THE COMPETENCE OF “POSITIONING OF ROLE”: THE CASE STUDY OF PRÂGMATA COMPANY Authors: Dott.sa Roberta Iacopozzi, Prof. Gian Piero Turchi, Dott.sa Luisa Orrù Fifth International Conference on Dialogical-Self, Cambridge, 2008

2. Pragmata’s mission:To be a Counselling Laboratory for Companies and Organizations ‘Laboratory’  Pragmata studies oneself, tests and applies the organisational and managerial model to its structure even before applying to the other companies where it operates. Fifth International Conference on Dialogical-Self, Cambridge, 2008

3. DIALOGICAL DIMENSION a landmark for the organisational structure of Companies The company  a self-managing system, osmotically linked to all its elements and to the habitat, that is all stakeholders and local area LOCAL AREA (COMMUNITY AND TRERRITORY) LOCAL AREA (COMMUNITY AND TERRITORY) ROLE ROLE ROLEROLE ROLE ROLE ROLEROLE Customers Organisational Processes Fifth International Conference on Dialogical-Self, Cambridge, 2008

4. ROLES: the elements that allow the organism to “live” By working on the roles the organisation can pursue its goals in terms of: Management Efficiency Effectiveness Working on the roles enables the enterprise to operate on the processes that create and fulfil Organisational Culture, that produce Innovation Fifth International Conference on Dialogical-Self, Cambridge, 2008

5. “The attitude that an individual takes towards an activity it has to carry out; it is the fundamental attitude to achieve ‘success’. It is the individuals’ capability to learn how to achieve their personal goals” MOTIVATION The term “motivation” maintains in the psychologist speech and in the common sense, a substantial open-endedness and different use Scientific Literature:a statea trait Three elements:- the aims- the emotional relationships- the person’s expectations on his capability Common sense: a need, a drive Referring to the enterprise, the concept of Worker Motivation is used to define how much workers are engaged and how much they care of their job and finally how much they are available within working activities. Fifth International Conference on Dialogical-Self, Cambridge, 2008

6. SHIFT OF PERSPECTIVE ACCORDING TO THE DIALOGICAL MODEL APPLIED TO ORGANISATIONS “Motivation”: all the processes that allow individuals to collocate themselves in a role in the organizational matrix The position occupied in the organizational matrix can change and create discrepancy between the definition of role in institutional terms and the definition of role in interactive terms. Discoursive practice that in their interactions contribute to generate the relationship between the individual and the role it has Fifth International Conference on Dialogical-Self, Cambridge, 2008

7. Intrinsic Motivation: what enables the individual to collocate itself in terms of role and that is directly linked to the practiced activity. The adherence to the aim is essential to keep high level of motivation. Extrinsic Motivation: all allows the individual to collocate itself in terms of role and that is notdirectly linked to the practised activity. Only extrinsic motivation to achieve efficient and “high-quality” processes, Prâgmata managerial roles turn to both kinds of motivation. Redefinition of Motivation in terms of PROCESSES OF POSITIONING OF ROLE The expertise of who is in a managerial position is to illustrate and share with the team the pursued aims. Fifth International Conference on Dialogical-Self, Cambridge, 2008

8. Process of positioning of role Permits to go beyond the “person/role dichotomy” Changes the discursive dimension of justification and blame typical of a personalized position, with a discursive dimension of assumption of responsability In Pragmata, when a teamwork does not achieve the aim, the interactive way which takes place is the assessment of responsibility the responsibility is of the whole teamwork for performing an analysis of the processes in which has been produced the mistakes. Fifth International Conference on Dialogical-Self, Cambridge, 2008

9. Institutionally assigned (institutionary dimension) Key conditions for Role assignment process Interaction between a role with the other roles (interactive dimension) “taking up a role” means that the individual places itself under both the institutionary and the interactive dimensions “Identity of role” and “Personal identity”: two different ways that people can ‘use’ to join in a organizational matrix and to act their role Role legitimation is linked to process of positioning and personalization of role Fundamental for enterprises to point out strategies for the roles to take place in a managerial role dimension, that is in terms of competence Fifth International Conference on Dialogical-Self, Cambridge, 2008

10. Strategy pointed out in Prâgmata: Identification of an organisational joint, that is a role, called “Responsable of Positioning of role” of human resources identifies strategies for all the roles to discuss errors, their own managerial practices and the ways to achieve goals. The ‘dialogical’ perspective defined by the discursive dimension of the rolesallows to relate to the cognitive categories practised by roles, allows to realize all the discrepancies due to the use of personal criteria and theories,permits to re-turn the roles on a company dimension on its managerial and role aims Fifth International Conference on Dialogical-Self, Cambridge, 2008

11. How could we enable a role to use its competences? “To anticipate” scenarios:to be able to understand the logical-conceptual relationship existing among the interlocutors, discarding the empirical-casual logic that pretends to govern the events. prevision In Pragmata: monthly base-group meetings,individual counselling meetings to supervise an individual’s role Strategy for the companies : to monitor how the roles behave in terms of anticipation of scenarios To increase competence to manage the organizational inefficiencies: find out critical issues and strategies, discard typical value judgements related to events. Fifth International Conference on Dialogical-Self, Cambridge, 2008

12. How could we enable a role to use its competences? At the Question: “What are the communicative criticalities that characterize your organization?”The Most common answers: “I have no problem with my colleagues”, or, “Communication isn’t effective, sometimes message arrives distorted”. rhetorical expedients to maintain coherent the personal theories about organization without discussing, so preventing the creation of a managerial / organizational culture. personal evaluations regarding how the person thinks things work on Pragmata:dedicated “meeteng place” called “error epistemology” to allow the human resources to examin the anticipation, the management mistakes, to identify all the aspects to overpass all critical points. Fifth International Conference on Dialogical-Self, Cambridge, 2008

13. In which way is it possible to apply a team culture with the perspective of generating a discoursive reality, that could become a share responsibility, and that prevent to assume a waiting attitude like “let the others act in my place”? It is possible to show which are the discursive practice that roles use and intervent on them POSING QUESTIONS Implication: to build a team culture, and a role-oriented motivation: is a responsibility engagement by roles in respect of common aim. The use of practices based on a responsibility engagement, implies to take in consideration the management of the positioning of role. Fifth International Conference on Dialogical-Self, Cambridge, 2008

14. Common sense repertory Guilt repertory Personal Opinion repertory Dispute repertory Excuse repertory These discursive practices, collected through open questions, are the element that maintain the individual and couple culture, blocking the transition toward a team culture Discursive practice that resort to an extrinsic motivational process and that prevent to operate towards a team culture. Cause repertory Reality confirmation repertory Complaint repertory Precept repertory Fifth International Conference on Dialogical-Self, Cambridge, 2008

15. Conclusions The Organization that manages these issues, enables the role to “find” its reason to be inside the organization. A reason that, go beyond the personal dimension, and in a discoursive dimension subsume it, satisfying the person’s expressed and unexpressed needs in a role perspective Monitoring managerial efficiency, it is possible to make “visible” organizational processes allowing the company to work on them. So it is possible to make ‘knowable’ also the ‘unknowable’ dimension of the human effects on productivity Fifth International Conference on Dialogical-Self, Cambridge, 2008

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17. Thank you for listening Contacts: labsalute.psicologia@unipd.it Fifth International Conference on Dialogical-Self, Cambridge, 2008