In the discussion about agile transformations and postmodern organizations, there are positive voices that see the self-organization of teams, flatter hierarchies and a stronger customer focus as a way out of the outdated patriarchal system. These changes offer the opportunity for self-development for many employees, not just for a few privileged roles within the organization. But to realize these benefits, we also need to address the new challenges and risks.
Today I would like to address two potential risks: the unclear distribution of roles and responsibilities and toxic customers when dealing with employees.
Unclear distribution of roles and tasks
An unclear distribution of roles and tasks often occurs when old, clearly defined hierarchical structures are broken up. In an environment where direct and unbureaucratic communication is possible at all levels, areas of responsibility can become blurred. This can lead to a new project being “imposed” on you in an informal discussion. What may seem tempting at first can, on closer inspection, create enormous pressure - after all, the day-to-day business also has to be done.
This pressure is further intensified by a fear-lust mechanism: there is the hope of increased career opportunities, while at the same time there is the risk of burning out or losing a good reputation because you have overextended yourself. Here it becomes clear that structural boundaries are no longer in place, which employees now have to draw themselves - both on their own responsibility and in external communication.
From an organizational perspective, this development may seem positive at first, as employees are intrinsically motivated to perform at their best. However, in order to prevent sick leave from piling up and the organization sinking into chaos because employees have misjudged their capacity limits, countermeasures should be taken urgently - such as individual coaching.
Customer centricity as a challenge
The second challenge relates to increased customer centricity. It seems to make rational sense to align products or services with the wishes and needs of customers. Consequently, employees in customer contact should also be empathetic and sensitive in order to recognize the needs of customers - especially as they often do not know exactly what they need themselves.
In addition to special communication skills, employees are also expected to show empathy and adopt a humble and serving attitude. However, there is a problem here: many customers are aware of their important position and some of them abuse their power. They know that good employees should remain emotionally controlled and not react abusively.
The dilemma is that employees are expected to be empathetic towards the customer - but at the same time remain unemotional in the event of personal attacks. Here too, support from the organization is needed: clear boundaries and binding procedures in the event that boundaries are crossed are essential. In-depth training in dealing with difficult customers also helps.
Without support from the organization, however, abusive treatment of employees can arise, which has a negative impact on the corporate climate and ultimately also the corporate culture, and damages the entire organization.
Bottom line
In summary, the agile transformation and the associated changes in organizational structure bring both opportunities and challenges. While the self-organization of teams and flatter hierarchies offer the potential to foster employee creativity and empowerment, companies must also be vigilant to recognize and address the psychological stresses that can result from unclear role allocations and the pressures of excessive customer centricity. It is crucial that organizations are not only focused on the positive aspects of transformation, but also take proactive measures to support their employees and create a healthy working environment. Only through clear structures, training and a culture of respectful interaction can the full potential of agile approaches be realized. Ultimately, it is up to managers to find a balance between flexibility and stability in order to place both the needs of customers and the well-being of employees at the center of their strategic considerations. In this new era of collaboration, it is essential that organizations operate not only as economic entities, but also as social communities in which each individual is valued and has room for personal development.
Comentários