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HUMAN LEARNING -
NATURAL DRIFT TO LOOSE COMMUNITIES OF PRACTICE
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Case
Study Antidote to Individualism Attitude INTERVIEW TRANSCRIPT _____________________________ The new workers, if they are going to stay for a year.. if we are going to have them for a year and work them productively and capture the knowledge, it will be good enough for me. Right. But, what I am hoping is that the social group will be the core. There will be a few that align themselves to this core. Some will spin off at the periphery - that's OK. But if we continue to keep this core, I am sure, I can actually attract more people to this core.... Keep that core. I believe there will
be a number of key people. And what they want to enjoy is enjoy
the achievement. These are very.... But lifestyle is very important
- you need to have fun... You need to have fun... And that is
the challenge... how to keep them you know, sort of engaged in
their own way. So we have initially a team of project implementors. They come in on time. Right on time. Deadlines and you are very good project managers. So to create one simple rule would not work for these two people. So you've got to adopt that flexibility. But so as to finish the task. They can come in at 10 but they are the ones that stay 11 or 2 in the morning to finish the project. So, its to provide that versatility in terms of work... working arrangement. Right. And that is why we call... we make it fun at work. We have games like the 'foozball' to get off steam... they would go in there and just.. So the work environment has got to be fun, because its a totally different mindset of people. I've seen a new phenomenon - very impatient, sometimes very arrogant as well. They think they know a lot. But the good thing about it is the last two years in Malaysia recently...because of the dot com phase down.. most of these people have come down to earth. They've hit earth very hard. (Laughter) And that is good. Early on they were shifting. They thought, in fact...they were employing the people whom they wanted to work for. But... I think it has gone back to some sense. You can actually get these people. They're looking for an ... a behaviour.
They work in groups. If you can keep the core group, there will
be peripheral spin off. And those are the individuals that some
personality and values mismatch. But generally if you can form
the core group, these are the core group we want to look for. You get them down into the jungle. And they have to survive. They have to look after each other. So we do a lot of that because they are young. I mean I'm probably the grandfather there. I'm the oldest in the group ! This company is exciting because I have been coaching the CEO, very young, from the zero base, and it is worth a lot in terms of value now. But they still have not... because they have venture capitalists coming in, the venture capitalists feel more comfortable with people who seem to be in corporate arena. But the idea is... we do a lot of
outdoor activity. And they like it. So there is a lot of team
support. I think traditional managers don't spend enough time on whatever we call the one on one. You got to do the one on one.... understanding each one of their needs. It's going to be more demanding now
because you cannot manage people as a generic group. In old organisation,
we do that, right ? You are suppose to come in and do your work.
But I think a lot of it has to do with a lot more hand holding....
I need to understand you as an individual...how you can contribute
to the company and how I can fulfill your needs as well. And it
is going to take a lot of time taken. _________________________________________________ Beckett | Group | Schiuma | Pedersen |
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