Sunday, April 2, 2023

g-f(2)1034 THE BIG PICTURE OF THE DIGITAL AGE (4/2/2023), MIT SMR, Job, Career, or Purpose?





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"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital age, The New World, Digital transformation and PDT are potentially disruptive



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OPPORTUNITIES, Lessons learned, MIT SMR


🎯Outstanding and Transformational Golden Knowledge (GK) Container


MIT SMR Foundational Fact: Purpose is important, but it shouldn’t be a requirement in the workplace. Everyone, at all levels of purpose, has a role in the organization: The job-oriented are the backbone, careerists are the continuity, and the purpose-driven are the pipeline of future leaders. Some may naturally move across that spectrum, and others will be carefully nudged up by a leader, but most will simply stay put. Leaders’ understanding — and acceptance — of that will make all the difference.



"genioux fact" condensed as an image



Extra-condensed knowledge


Extra condensed knowledge complements ultra condensed knowledge.

MIT SMR Fact: The realization that all employees may not share in the organization’s purpose has several important implications for leading and managing employees.

MIT SMR Foundational Fact: Each employee’s sense of purpose varies, as should a leader’s approach to managing them.

MIT SMR Fact: We believe workplaces comprise three types of employees: the job-oriented, the career-oriented, and the purpose-oriented.

MIT SMR Fact: Just as important as recognizing that not everyone is purpose-oriented is knowing and accepting that it’s OK for employees to not share in the organization’s purpose; they can still make meaningful contributions.

MIT SMR Foundational Fact: This approach requires a massive shift in our thoughts on purpose, because although it is always worth trying to help people buy into an organization’s purpose, it is equally important to understand when they simply want a job or a career.

MIT SMR Foundational Fact: Forcing commitment to the organization’s purpose can be a recipe for disaster. In fact, leaders who constantly try to instill a sense of purpose in people who simply want a job or a career may instead disenfranchise those employees or quickly burn them out. In contrast, leaders who understand each of their employees’ individual motivations will get the most out of each person by building strong relationships grounded in mutual understanding.



Condensed knowledge



The condensed knowledge complements the extra and ultra condensed knowledge.


MIT SMR Foundational Fact: Three Key Takeaways for Leaders. Below, we recommend three things leaders can do better in managing their job-, career-, and purpose-oriented employees.
  1. Make it OK for employees to not share in your purpose.
  2. Everyone has a purpose — it just might not be the same as that of the organization for which they work.
  3. Try to instill a sense of purpose in your employees — but don’t force it. 



References




ABOUT THE AUTHORS


Charn P. McAllister


Charn P. McAllister (@charnmcallister) is the director of Northern Arizona University’s Institute for Public and Professional Ethics in Leadership and an assistant professor of management in the W.A. Franke College of Business.

Charn McAllister wears many hats - most of them being Irish caps. He is a professor of management in the W.A. Franke College of Business at Northern Arizona University in Flagstaff, Arizona where he feels incredibly fortunate to pursue his passion of teaching leadership and ethics to undergraduates. 


Curtis L. Odom


Curtis L. Odom is an executive professor of management in the D’Amore-McKim School of Business at Northeastern University in Boston. He is also the managing partner at Prescient Strategists, a distinguished principal researcher at The Conference Board, and a member of the Forbes Coaches Council.

Curtis Odom is an Associate Teaching Professor of Management and Organizational Development, Leader of the Coaching, Mentoring & Sponsorship Institute at The Conference Board, and a Senior Council Member at the Forbes Coaches Council. Odom is an entrepreneur, business owner, best-selling author, and former Fortune 100 executive who teaches, consults, and coaches from his experience of getting results. Educated as a scholar-practitioner at Pepperdine University, Odom's experience as a management consultant informs both his research and teaching styles. His teaching philosophy draws from years of consulting work using different techniques such as case analyses, group discussions, simulations, and team exercises. He believes that learning should be experiential and participant-centered and seeks to motivate, inspire, and instill in his students a sense of ownership of their learning journey. Odom's deep passion for teaching is on full display in the classroom. His dynamic teaching style engages his students in real talk dialogue on how to play the workforce culture game and win. His ability to connect academic content to workplace and workforce context is born of a 20-year industry career as a corporate executive, entrepreneur, management consultant, and executive coach. Before his industry and academic careers, Odom served on active duty for ten years in the United States Navy, including being deployed during Operation Desert Storm.


Some relevant characteristics of this "genioux fact"

  • BOMBSHELL KNOWLEDGE
  • Category 2: The Big Picture of the Digital Age
  • [genioux fact deduced or extracted from MIT SMR]
  • This is a “genioux fact fast solution.”
  • Tag Opportunities to those travelling at high speed on GKPath
  • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
  • Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts.



References


“genioux facts”: The online programme on "MASTERING THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)1034, Fernando Machuca, April 2, 2023, Genioux.com Corporation.


ABOUT THE AUTHORS


PhD with awarded honors in computer science in France

Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




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