The forces that move entrepreneurs

There is a theory about the dynamics of organizations. Although I don't know the source, and my apologies to its creator, it is a very good description of what happens in organizations to impede or enhance their development.
From the moment an organization is conceived, all of the people involved have the opportunity to manage, or be managed by at least 3 separate, but intertwined forces.
They are:
- Achieve the Purpose. This dynamic sets a call to action to define the organization's purpose,
then to achieve or at least make strides
toward achieving the purpose.
- Support the Group. This dynamic calls for cooperation and collaboration among the group's
members. In a combined effort, the teams are able to produce a product or service that benefits the group itself, or that some outside person or organization appreciates and for
which they even may be willing to pay.
-Recognize Individual Contributions. This is the most human of dynamics, the need we
all have to feel valued for our dedication, input, diligence, loyalties, ideas, overtime, etc.

When leaders and managers work purposefully to insure that all three of these dynamics are supported, through specific plans and actions, the organization has a better chance at viability and growth.

First, because the people themselves are clear about their organizational, departmental and individual reasons for the membership in the organization. There are clear expectations, for results, acceptable methods and use of resources, up and down the organization.
Second, purposeful efforts are made to uphold cooperation and collaboration with the goal of serving customers with excellence. The two terms have different meanings, but the point is that when leaders notice any disturbance in "the force" they take action to focus activities on
customer service and away from internal individual or departmental differences that lower
value to the customer.
Third, organizations that people are generally happy to work for make sure that people, as individuals and in groups, are recognized when they achieve excellence. And that recognition has to genuinely matter to the people who have performed well. (No use handing out frozen turkeys if what people really want is an afternoon off!)

Similar to the powerful dynamics of weather, which can be highly beneficial, or highly destructive, an understanding of these three dynamics can radically improve the way leaders gain support from their followers or can contribute to organizational dysfunction.

There are, of course many other aspects to this model of organizational dynamics and I invite you to explore how they effect your own organization. hmnrng.com theecoach.blogspot.com