Why businesses need to help employees build friendships?
Even before the COVID-19 pandemic, many organizations faced a difficult challenge they were unequipped to solve: increasing isolation and loneliness among their staff. “Close work relationships boost employee satisfaction by 50%, and people with a best friend at work are seven times as likely as others to engage fully in their work,” PwC reported in a 2019 study. “However, in the workplace today, the opportunities for interactions and relationships can be reduced by new models of flexible working.” In a survey conducted at the time, only half of respondents agreed that their employers had successfully developed a robust virtual social platform.
The past few years have made this worse. At many companies, the entire staff quickly became remote, and the days of team lunches, onsite gyms, happy hours, and chats in the hallway disappeared.
Suddenly, that company culture ceased to exist. Even as some people returned to the office many weeks or months later, many others did not. As companies institute remote or hybrid working environments on a permanent basis, there are fewer opportunities to build relationships with colleagues in person.
To improve management, build a decision factory !
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The cover of "Decision Leadership: Empowering Others to Make Better Choices"“We think of organizations as decision factories,” write professors Don A. Moore and Max H. Bazerman in their new book, Decision Leadership. It’s an apt simile.
Knowledge workers, whose output is typically decision-driven, now number more than 1 billion worldwide. Moreover, as the numbery of rote tasks that are automated increases, many more employees are being freed for higher-level work that entails decision-making.
Given this reality, it’s no surprise that boosting the decision intelligence of the workforce is moving up the leadership agenda. But Moore and Bazerman, holders of endowed chairs at the University of California, Berkeley’s Haas School of Business and Harvard Business School, respectively, take an even more expansive position on decision leadership—a stance that sets up a formidable ambition for this relatively short book.
“We aim to define leadership in a new way, one grounded in the belief that leaders’ success depends not only on their ability to make good decisions but al so on their ability to help others make wise decisions,” they write. “In our view, great leaders create the norms, structures, incentives, and systems that allow their direct reports, the broader organization, consumers, investors, and other stakeholders to make decisions that maximize collective benefit through value creation.” To support their new definition of leadership, Moore and Bazerman seek to weave together the various threads of behavioral economics that pertain to decision-making and then translate them into practical advice for leaders who want to both improve the quality of their own decisions and bolster the decision prowess of their companies.
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