RE: Action

Our understanding of "privacy" and "public" is changing. In recent days it has been on several of my friends' lips because Facebook now allows me to see my friends' friends' pictures.

Danaher boyd gave a clear and interesting lecture at the 'Le Web' in which she had addressed some interesting questions about privacy and accessibility. About eight minutes into the lecture, she highlights the example of a girl who killed her mother. The media attention is going on that the girl has a MySpace profile and get the girl to appear as "crazy". But when Danaher boyd look for, the girl documented her mother's abuse over the years on his profile. And her friends defend the girl on MySpace.

Danaher boyd ask the relevant question:

"What Happens When We having this massive Amount of visibility, but nobody is looking?"

And so begins she is a train of thought: "What we think about information we can see online? What do we think it means for information is on-line? Just because something is publicly accessible does not mean that all people across time and place too look. "

She continues the questions "Who is watching? Why do they look? And in what context they interpret what they see? ". She stresses that the surveillance are often those who have power over the observed. Parents, teachers, employers, government, corporations. These people feel they gain something by looking and believe they have a right to look. "If it's public, I'm Allowed two look".

But what if it is not only a right but also a duty?

The lecture is available here. It is 18 minutes shorter and both analytical, sensitive and wise: http://www.ustream.tv/recorded/2836730 . I have been aware of it via http://thenumerati.net/index.cfm?postID=470 .

When I became leader in 2007, I made myself from the beginning of conscious that I had to guide based on a set of values. It is my belief that management is a discipline that also requires more than ambition, hard work and talent.
In a company with well-educated and creative people is the role of authority something you have earned by virtue of knowledge and personality multiplied by a time factor. A few stars on your shoulder do not do any good. This has obvious effects in the people who want the stars.

Before the promotion, I had in my private life taken me some roles that best can fall under the designation coordinator. It has been in 'football' which states it has been in 'writing' as a kind of bridge. In my self-image I have seen it to drive the ball over the second half, more like I was an inspirer, to ensure (inter) action in the coordinate (a collection of authors) was partly an administrative function, but expanded in the sense that he who sets the agenda will automatically have a significant influence by virtue of the definition of the framework.

Situation-based management is a pragmatic approach, where common sense plays a major role. To lead others, I would like to achieve something by building on something else: values.

Responsibility.
I've heard several say that people exist, because the boss can not reach it all yourself. It's nonsense. It is not just a matter of having more hours in the day, but also a question of skills for something more. It is no coincidence that people in one department - despite the mutual inspiration and attraction through knowledge sharing - also specialize in different directions.
To create both joy which success must the employee be a participant (as opposed to observe) in his duties. Influence creates commitment and provides incentive for the individual to do his utmost. Success pointing perpetually returned to the charge.

Respect.
To create a constructive dialogue is not an assumption that players are equal. And actually, I also think that the situation can be difficult to achieve between manager and employee. But when it works when the meeting takes place at eye level, then, ceteris paribus, the basis for good cooperation. Respecting another person is not a declaration of love. But the acceptance and understanding of each other is the openness that creates a place where hands pressed forward to where fists attached.
People are different and it is in the diversity that healthy conflict can create something that is greater than the sum of its parts. The Beatles are the eternal example.
So, respect is fostered by curiosity and dialogue combined with situational awareness.

Trust.
If you believe the best about your neighbor, you might as well stop believing. To have confidence in others is so intrinsic value to me that it is difficult to decipher in full detail. For me it is about to grow apart. With it, I think we all have something we are good at. It's not because I believe we are unique and all are equally good and another 68'er castoreum. It's more a question of doing something with what we have at hand and believe it. Start with the good - in this light, it will not so good more easily accepted and handled by all parties.

Caring.
With the (sometimes more than) 7 ½ hours of a weekday is the time we spend with our colleagues very important for our identity and life process (and any life project). To take care of each other and dare to engage themselves in both the group and the individual may be cross both the Manager as well as an employee. But the success of the transition establish a security relationship and a positive spiral starts.
I will not make excuses for what reason is to not succeed for me yet. Work is more than organizational understanding and bottom-line or position descriptions and Friday afternoons.
Work is an interpersonal balances. Therefore, friendly, humane values ​​a welcome beginning.

Do I have summed up the above, then I think that responsibility, respect, trust and caring are four basic values ​​in their community gives each employee confidence and freedom to create what the individual and the group does best.