Analysis of the negative atmosphere and how to deal with it
As the theory of games says, in any game there is a goal - victory. This online game is about teamwork of five (usually) players. Means of achieving the goal - the contribution of each player from the team to victory. Each player has his own mission. And depending on the execution, the goal approaches or moves away (leaving it at the mercy of other players, or at random). The “working atmosphere” in the team also determines how much the contribution will be made. The contribution of players can be either sharply reduced or significantly increased.
A familiar situation, isn't it? Especially relevant for small companies with a maturity level of 1 or 2 [1]. This article will draw the observed parallels in the motivation of players and IT people. It is useful to all direct team managers, technical managers (team leads).
Greetings, habrasociety!
It would seem, why this conversation about some toys? The fact is that the player’s social status in the gaming community depends on winning the game. Similarly, the professional status of an IT specialist depends on the delivery of the project. Agree, when the project is completed - everything is in plus, here both the reputation and status and the hope of increasing profits.
But everything is not so simple when the team is far from a plus. A team can consist of talented guys, and here they all do projects, one by one, and they surrender to themselves so-so, in three. This affects the psychological state of the team in the long run.
The same symptoms appear as the players who do everything to win and raise their personal status - but in the end, the statistics of victories sends them down the social ladder. And what is most surprising - there are ready-made recipes for treating these symptoms from this game. How to make sure that each member of the team (game or project) makes a significant contribution to the work, thereby increasing the chances of winning? Consider the typical "mindset" that are also observed in the field of IT:
A member of the team who was discouraged by the muddy prospect of handing over the project. Negatively affects the mood of the team, somewhat worsening its morale. Of course, influence needs to be eliminated through personal conversation. And if it doesn’t help, it’s isolation. Let him make a contribution to a certain subsystem, in the development of which as few people as possible participate. May be an apprentice in one person. If his tasks are fulfilled by him, and the importance of these tasks is explained, the negative will gradually go away and, as a result, the contribution to the project will increase (motivation, by definition). Otherwise, the negator becomes the aggressor. External stress in the form of charges significantly accelerates the appearance of the Hulk .
He is not to blame for his condition. All he wanted was to fulfill his destiny. But the farther - the worse it turns out. Pressure on yourself, pressure from the side leads to a certain line. Further which - open swearing. Causes significant harm to the psychological environment of the team. Further only destructive consequences - the collapse of the team or the departure of this Hulk from the team, or aggression goes into a hidden level (loner). The treatment is somewhat similar to the treatment of the Negative, with the only difference - the pain must be removed here and now.
For example, to say the following “everything will be fine, I will fix everything” and a local tendency to improve the situation should immediately appear. The aggressor, like the negative, is sent to isolation from the team, only in this case the presence of a mentor whom he deeply respects is highly desirable. This mentor, who with his authority and fruitful work will inspire the aggressor that everything is not so bad, at least at the local subjective level.
The meaning of such actions is to stop the decline in the contribution of the team, and let the aggressor do something, at least 10% give it his best. Over time, this contribution will increase. True, someone will have to give all the best for the aggressor. To the same mentor. Someone will have to shoulder his burden (in any case, this is inevitable).
They come here in different ways. Not only through despondency or rage (in the desire to isolate oneself independently), but also in complete disappointment in the team (despair). Unfortunately, this is the most difficult option for the development of symptoms. Work in this mode is extremely unproductive both in personal and in team terms. Such loners often include autopilot and just work. The only advice that comes to mind is that a reboot is needed [2] , otherwise the situation will worsen and you will get a vicious circle. The phenomenon will be considered in more detail later.
Also, there are loners not in connection with negative feelings. They simply consider their vision to be the only correct one and go their own way, not paying attention to the team. It is very likely that their opinion of themselves is not unfounded and you really need to attract their contribution in the right direction for the benefit of the project. How to do it?
There are several ways. You can indulge his selfishness. The conversation goes along the lines of “The team needs your help” - by hook or by crook, he must enter the general flow, where his skills will greatly enhance the contribution of the rest of the team [3]. Such a strategy works in the near future - less negative, more contribution can be expected. However, such a type can worsen the general mood in the team, over time. We need to look for ways to use his ego without harming the team - employee training, master classes. After all, his skills can indeed be admirable?
The second way is the realization of a simple fact: "The egoist is his own enemy."
He can develop himself as much as he wants - by reading books and can even exchange experiences with a worldwide community of developers. This does not negate the fact that he is forced to work in a team, one way or another, whether he wants it or not.
Once, the Egoist realizes the hopelessness of his situation, and tired of correcting the mistakes of his team, he discovers a kind of “sympathy”, begins to train (“raise”) his team. So that one day he could trust them, and not waste his energy constantly looking around the whole project “what’s wrong here”. This is extremely tiring and irrational.
And on another beautiful day, when the students will surpass the teacher, the Egoist himself can discover for himself an amazing and, most importantly, relevant experience for his environment.
The manager can also play exactly this strategy in the search for an approach to the Egoist. He can become a catalyst for the "maturity" of the Egoist. To develop in him “sympathy”, “condescension” and, in general, bring him closer to the team so that he applies his skills to the benefit of everyone. Otherwise, why would he even have these skills? In addition, the Egoist should also be lonely. Again, his entire growth of skills - for what?
As mentioned above, one can come to this stage through despondency. In addition, there is a chronic autopilot - this is the contingent that goes to work ... for the sake of work. Work out your watch and go home (hereinafter it is called “gray autopilot”).
In both cases, there is complete stagnation in development and a lack of motivation, which implies an extremely low return. This case is the most “neglected” and it’s hard to say how to find a constructive way out of here. The first type of stagnation will be nasty and they will go in search of a new motivation somewhere else . The second type will “just work,” always. Perhaps internal standards, regulations, control, will be able to achieve the desired return, but this will not be 100%.
The states of motivation discussed above trace the tendency of transition from simple gloom to a complex loner. It is good if these changes are stretched in time and there are many opportunities to reverse the process. However, often the "player" almost instantly closes in himself (loner). Worst of all, when this happens on the basis of hidden aggression. It would seem, “Do you want an easygoing employee?” Get it, sign it, I do everything according to the instructions, what else is needed? ”And it may seem that the goal has been achieved - finally the individual obeys.
No, this is the most dangerous strategy. Firstly, he a priori imitates a “gray autopilot”. Secondly, his subconscious will appeal to, excuse me, revenge, and as a result - hidden sabotage of a very diverse nature. You can, of course, say goodbye to such an employee. It would seem a reasonable way out of the situation. And where is the guarantee that this will not happen again with the following? All this arises for a reason. And following the destructive path on the part of the leadership means being a hostage to the situation. But is it befitting a leader? Therefore, it is extremely important to identify hidden aggression as early as possible. If you do not close your eyes to this, you can notice signs of hidden aggression [4] .
Each organization seeks to get the most out of its employees. And many employees want to give her away. Of course, the higher the maturity level of the company, the less dependent on the motivation of subordinates. The team is turning into a single debugged mechanism, such a software production machine. But, what is remarkable:
If you want to build a team that is ready to give all the best for your business, which will keep your technical ship afloat in a storm of changes in the world of software development - you need, in turn, to meet, help, unlock motivation and potential [4] .
I wish everyone unquenchable motivation, inspiration and conquering new heights in the field of software development! Thanks to all!
A familiar situation, isn't it? Especially relevant for small companies with a maturity level of 1 or 2 [1]. This article will draw the observed parallels in the motivation of players and IT people. It is useful to all direct team managers, technical managers (team leads).
Greetings, habrasociety!
It would seem, why this conversation about some toys? The fact is that the player’s social status in the gaming community depends on winning the game. Similarly, the professional status of an IT specialist depends on the delivery of the project. Agree, when the project is completed - everything is in plus, here both the reputation and status and the hope of increasing profits.
But everything is not so simple when the team is far from a plus. A team can consist of talented guys, and here they all do projects, one by one, and they surrender to themselves so-so, in three. This affects the psychological state of the team in the long run.
The same symptoms appear as the players who do everything to win and raise their personal status - but in the end, the statistics of victories sends them down the social ladder. And what is most surprising - there are ready-made recipes for treating these symptoms from this game. How to make sure that each member of the team (game or project) makes a significant contribution to the work, thereby increasing the chances of winning? Consider the typical "mindset" that are also observed in the field of IT:
- Negative.
- Aggressor.
- Loner.
- Egoist.
- Autopilot.
Negative
A member of the team who was discouraged by the muddy prospect of handing over the project. Negatively affects the mood of the team, somewhat worsening its morale. Of course, influence needs to be eliminated through personal conversation. And if it doesn’t help, it’s isolation. Let him make a contribution to a certain subsystem, in the development of which as few people as possible participate. May be an apprentice in one person. If his tasks are fulfilled by him, and the importance of these tasks is explained, the negative will gradually go away and, as a result, the contribution to the project will increase (motivation, by definition). Otherwise, the negator becomes the aggressor. External stress in the form of charges significantly accelerates the appearance of the Hulk .
Aggressor
He is not to blame for his condition. All he wanted was to fulfill his destiny. But the farther - the worse it turns out. Pressure on yourself, pressure from the side leads to a certain line. Further which - open swearing. Causes significant harm to the psychological environment of the team. Further only destructive consequences - the collapse of the team or the departure of this Hulk from the team, or aggression goes into a hidden level (loner). The treatment is somewhat similar to the treatment of the Negative, with the only difference - the pain must be removed here and now.
For example, to say the following “everything will be fine, I will fix everything” and a local tendency to improve the situation should immediately appear. The aggressor, like the negative, is sent to isolation from the team, only in this case the presence of a mentor whom he deeply respects is highly desirable. This mentor, who with his authority and fruitful work will inspire the aggressor that everything is not so bad, at least at the local subjective level.
The meaning of such actions is to stop the decline in the contribution of the team, and let the aggressor do something, at least 10% give it his best. Over time, this contribution will increase. True, someone will have to give all the best for the aggressor. To the same mentor. Someone will have to shoulder his burden (in any case, this is inevitable).
Loner
They come here in different ways. Not only through despondency or rage (in the desire to isolate oneself independently), but also in complete disappointment in the team (despair). Unfortunately, this is the most difficult option for the development of symptoms. Work in this mode is extremely unproductive both in personal and in team terms. Such loners often include autopilot and just work. The only advice that comes to mind is that a reboot is needed [2] , otherwise the situation will worsen and you will get a vicious circle. The phenomenon will be considered in more detail later.
Egoist
Also, there are loners not in connection with negative feelings. They simply consider their vision to be the only correct one and go their own way, not paying attention to the team. It is very likely that their opinion of themselves is not unfounded and you really need to attract their contribution in the right direction for the benefit of the project. How to do it?
There are several ways. You can indulge his selfishness. The conversation goes along the lines of “The team needs your help” - by hook or by crook, he must enter the general flow, where his skills will greatly enhance the contribution of the rest of the team [3]. Such a strategy works in the near future - less negative, more contribution can be expected. However, such a type can worsen the general mood in the team, over time. We need to look for ways to use his ego without harming the team - employee training, master classes. After all, his skills can indeed be admirable?
The second way is the realization of a simple fact: "The egoist is his own enemy."
He can develop himself as much as he wants - by reading books and can even exchange experiences with a worldwide community of developers. This does not negate the fact that he is forced to work in a team, one way or another, whether he wants it or not.
Once, the Egoist realizes the hopelessness of his situation, and tired of correcting the mistakes of his team, he discovers a kind of “sympathy”, begins to train (“raise”) his team. So that one day he could trust them, and not waste his energy constantly looking around the whole project “what’s wrong here”. This is extremely tiring and irrational.
And on another beautiful day, when the students will surpass the teacher, the Egoist himself can discover for himself an amazing and, most importantly, relevant experience for his environment.
The manager can also play exactly this strategy in the search for an approach to the Egoist. He can become a catalyst for the "maturity" of the Egoist. To develop in him “sympathy”, “condescension” and, in general, bring him closer to the team so that he applies his skills to the benefit of everyone. Otherwise, why would he even have these skills? In addition, the Egoist should also be lonely. Again, his entire growth of skills - for what?
Autopilot
As mentioned above, one can come to this stage through despondency. In addition, there is a chronic autopilot - this is the contingent that goes to work ... for the sake of work. Work out your watch and go home (hereinafter it is called “gray autopilot”).
In both cases, there is complete stagnation in development and a lack of motivation, which implies an extremely low return. This case is the most “neglected” and it’s hard to say how to find a constructive way out of here. The first type of stagnation will be nasty and they will go in search of a new motivation somewhere else . The second type will “just work,” always. Perhaps internal standards, regulations, control, will be able to achieve the desired return, but this will not be 100%.
It is not that simple
The states of motivation discussed above trace the tendency of transition from simple gloom to a complex loner. It is good if these changes are stretched in time and there are many opportunities to reverse the process. However, often the "player" almost instantly closes in himself (loner). Worst of all, when this happens on the basis of hidden aggression. It would seem, “Do you want an easygoing employee?” Get it, sign it, I do everything according to the instructions, what else is needed? ”And it may seem that the goal has been achieved - finally the individual obeys.
No, this is the most dangerous strategy. Firstly, he a priori imitates a “gray autopilot”. Secondly, his subconscious will appeal to, excuse me, revenge, and as a result - hidden sabotage of a very diverse nature. You can, of course, say goodbye to such an employee. It would seem a reasonable way out of the situation. And where is the guarantee that this will not happen again with the following? All this arises for a reason. And following the destructive path on the part of the leadership means being a hostage to the situation. But is it befitting a leader? Therefore, it is extremely important to identify hidden aggression as early as possible. If you do not close your eyes to this, you can notice signs of hidden aggression [4] .
Instead of an epilogue
Each organization seeks to get the most out of its employees. And many employees want to give her away. Of course, the higher the maturity level of the company, the less dependent on the motivation of subordinates. The team is turning into a single debugged mechanism, such a software production machine. But, what is remarkable:
- The company does not know the potential of its asset in the form of this machine. Does it work 50%? 100%? In case of a critical situation - what additional resource can be used instantly? Of course, more mature companies seem to be more insured against such situations, but who knows.
- The state will consist of such "gray autopilots", chronically unmotivated, with a complete lack of development - this ruins both employees and the company. The world of software development is extremely volatile, and you need to follow its changes. And for this you need motivation, no hedgehogs will help here (for real) .
If you want to build a team that is ready to give all the best for your business, which will keep your technical ship afloat in a storm of changes in the world of software development - you need, in turn, to meet, help, unlock motivation and potential [4] .
I wish everyone unquenchable motivation, inspiration and conquering new heights in the field of software development! Thanks to all!
Sources
[1] - Wikipedia - Capability Maturity Model.
[2] - How to deal with Tilt
[3] - Marcus Beningham. First, break all the rules, ch. “Develop a support system”, page 145.
[4] - Life hacker - 10 standard phrases that indicate hidden aggression
[5] - Mikhail Portnov - Job interview: life path - Job interview - Tell us about to myself
[2] - How to deal with Tilt
[3] - Marcus Beningham. First, break all the rules, ch. “Develop a support system”, page 145.
[4] - Life hacker - 10 standard phrases that indicate hidden aggression
[5] - Mikhail Portnov - Job interview: life path - Job interview - Tell us about to myself