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The Nine Types
Of Assistance
How Help Helps
Archestra notebooks compile and organize decades of in-the-field empirical findings. The notes offer explanations of why
t...
How Helping Doesn’t Help
People with positions as leaders, managers, mentors and partners are all expecting, and expected,...
How Helping Could Help
We already know, from an excess of variation, that leader, manager, mentor and partner can each
be ...
How Helping Helps
To understand how “helper” behaviors have typically benefitted the affected parties, we have
compared pe...
How Helping Helps
Enablers and optimizers co-operate with each other and with the customer to achieve the customer’s
poten...
HOW HELPING HELPS – Giving the right kinds of assistance for the right reasons ©2016 Malcolm Ryder / archestra research
Tr...
©2016 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com
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The Nine Types of Assistance - How Helping Helps

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Workers in companies have access to many kinds of help, whether it is from sources internal or external to the company. But the influence of the helpers often misses the mark, due to uncertainty about what should actually be affected. Here is a clarifying guide.

Publié dans : Direction et management
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The Nine Types of Assistance - How Helping Helps

  1. 1. The Nine Types Of Assistance How Help Helps
  2. 2. Archestra notebooks compile and organize decades of in-the-field empirical findings. The notes offer explanations of why things did happen or can happen in certain ways or to certain effects. The descriptions are determined mainly from the perspective of strategy and architecture. They comment on, and navigate between, the motives and potentials that predetermine the decisions and shapes of activity as discussed in the notes. All notebooks are subject to change. ©2016 Malcolm Ryder / Archestra Research
  3. 3. How Helping Doesn’t Help People with positions as leaders, managers, mentors and partners are all expecting, and expected, to have substantial influence on the people who are guided by them. But decades of observation show that no one of the four distinct positions of influence comes with a guarantee of consistency from one practitioner to the next. Within any one of the types of positions of influence, the variations in effort and responsibility are most often justified (accounted for) in terms of “styles”, “methods” or “schools”. But those devices too easily allow the position to recruit any combination of various efforts within its scope, unpredictably blurring the meaningful difference between itself and the others. Standards of practice, and/or “best” practices, are employed to bring more regularity – at least to the expectations about what each position should offer. They can improve predictability, of course, but conventionally those prescriptions are set forth in terms of what the influencer gives, instead of per what the influenced party should get.
  4. 4. How Helping Could Help We already know, from an excess of variation, that leader, manager, mentor and partner can each be tremendously vague as descriptors, indicating relative positions while only suggesting actual actions. It can be unclear what each one will or will not provide, and whether they will be complementary or conflicting. But today’s predominant perspective on such things is hugely customer-centric. In that perspective, consistency of effort is understood differently than before. Primarily, it is in terms of how the influenced party (the customer) gets what is needed, rather than in terms of how the influencer prefers to provide. The four conventional positions turn out, then, to be “sources” who are required by the customer to offer appropriate interactions and experiences, regardless of their titles. Even more importantly, those offers from the sources are identified in terms of what it is about the customer that should be affected by their activities (co-operation).
  5. 5. How Helping Helps To understand how “helper” behaviors have typically benefitted the affected parties, we have compared people and outcomes of each of those positions, across a large number of differing fields including art, science, education, business, sports, and consulting – over many years. Through the comparisons, a set of six interactive co-operative influencer types was derived, each associated with particular needs of the influenced party. In particular, we found that benefiting from key types of influence very often does require the simultaneous experience of more than one type of influencer. Over time, we distilled the patterns of combinations that are apparently most useful to the “customer” (influenced party). From that, the following illustrations show how and why six types of co-operative influencers relate to nine unambiguous basic needs of the customer. A major observation behind the layout was that some helper/influencers are primarily enablers, and others are primarily optimizers. Enablers include instructors, facilitators and coaches. Optimizers include trainers, analysts, and therapists.
  6. 6. How Helping Helps Enablers and optimizers co-operate with each other and with the customer to achieve the customer’s potential to be a successful actor in opportunities of life and work. Also, their combined influence affects the requirements normally presumed for (or appropriated by) the responsibilities of leaders, managers, mentors and partners. Coach Situational When to Facilitator Functional How to Instructor Demonstrable What can Therapist Autonomy Authoritative Analyst Capacity Appropriate Trainer Ability Practical Enablers include instructors, facilitators and coaches. Enablers influence the customer’s understanding of what can be done, how to do it, and when to do it. Optimizers include trainers, analysts, and therapists. Optimizers influence the customer’s understanding of acting practically, appropriately and authoritatively. ©2016 Malcolm Ryder / archestra research
  7. 7. HOW HELPING HELPS – Giving the right kinds of assistance for the right reasons ©2016 Malcolm Ryder / archestra research Trainer Analyst Therapist Optimize Enable Ability Capacity Autonomy Should affect: Requirement: Coach Situational Goal Role Confidence ← Performance Execute desirably Facilitator Functional Skill Aptitude Development ← Quality Interact productively Instructor Demonstrable Technique Credence Judgement ← Value Operate beneficially ↑ ↑ ↑ Who should care: Leaders Managers Mentors Partners Will affect: Intents Impacts Decisions Requirement: Create Awareness Establish Relevance Promote Maturity
  8. 8. ©2016 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com

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