Use po­ten­tial ideas con­struc­tively

One of the ma­jor rea­sons why cer­tain or­gan­i­sa­tions go down and even get wound up, is not mainly be­cause of their fi­nan­cial dif­fi­cul­ties but mostly be­cause of the lack of the of­fi­cers to im­ple­ment fresh and novel ideas be­ing floated by their sub­or­di­nates

Hindustan Times (Chandigarh) - Guide - - INSIGHT -

Prof DC Sharma lmost ev­ery of­fi­cer is given fresh con­struc­tive ideas by his staff. Those who use these

Acon­struc­tively, they rise; and those who ig­nore them many a times face a down­fall. When the re­ally prof­itable and in­no­va­tive ideas given by pro­duc­tive and con­struc­tive staff mem­bers are ig­nored, only the em­ploy­ees know how much men­tal agony they feel. The of­fi­cer is sup­posed to take the max­i­mum ben­e­fit util­is­ing re­ally worth­while ideas. Re­cent re­search has re­vealed that most of the of­fi­cers don’t im­ple­ment such ideas be­cause they of­ten don’t know how to judge what real salt lies be­hind such ideas. Here is how the worth of a new idea can be eval­u­ated.

The first and fore­most pri­or­ity should be given to judg­ing whether the new idea is re­ally prof­itable. Some­times an idea is use­ful from one an­gle but is harm­ful at the other side. Such an anal­y­sis must be made from all an­gles. The anal­y­sis must also ex­plore whether there are some af­ter ef­fects when such an idea is im­ple­mented. There is no harm in hold­ing a meet­ing, may be sev­eral meet­ings, lest some­thing re­ally use­ful is not ig­nored. It is bet­ter late than never to mend and bend.

The fi­nan­cial as­pect is the most im­por­tant in this re­spect. Ev­ery com­pe­tent of­fi­cer is sure to gauge the fi­nan­cial im­pli­ca­tions when any new idea is in­cor­po­rated and im­ple­mented. When­ever there seems to be the risk of spend­ing more and earn­ing less, there is no sense in im­ple­ment­ing such an idea, even though it may seem to a won­der­fully at­trac­tive. The time spent in such an anal­y­sis is al­ways well spent, and an ef­fi­cient of­fi­cer never minds spend­ing time in such a ven­ture.

It must be seen, if the new idea re­ally brings about some im­prove­ment in the ex­ist­ing sys­tem. If it is of real worth it ought to bring about some re­ally use­ful change in the present sys­tem of work­place op­er­a­tions.

If there is noth­ing re­ally use­ful to be gained, what is the use of im­ple­ment­ing such an idea. But if the im­prove­ment which is be­ing brought into the cur­rent work­place sys­tems, the im­ple­men­ta­tion of such an idea must not be de­layed. In case it is of im­mense use bring­ing about tan­gi­ble im­prove­ments, the sooner it is im­ple­mented the bet­ter it is.

The ap­pro­pri­ate tim­ing of im­ple­ment­ing a fresh idea is the most im­por­tant as­pect. Some­times an idea may be re­ally use­ful, but the tim­ing of its im­ple­men­ta­tion may not be a suit­able one. Pos­si­bly it can be im­ple­mented at a later stage. But who knows that by the time that mo­ment comes, some other more use­ful idea may be avail­able. In that case it can’t be said with cer­tainty that the idea in ques­tion is a use­ful one.

What causes the most prob­a­ble hin­drance in the im­ple­men­ta­tion of a new idea is the ego prob­lem of the of­fi­cer. Ev­ery of­fi­cer has the in­ten­tion that his name must fig­ure at the top, even though the idea might have been floated by some other ju­nior col­league. In such a case the of­fi­cer must un­der­stand that the hon­our and pres­tige which the im­ple­men­ta­tion of a new idea can bring will gen­er­ally be­long to the of­fi­cer.

A dif­fer­ent no­tion may ex­ist within the ju­ris­dic­tion of the work­place con­cerned, but out­wardly it is the name of the com­pany which shines, and with all that the name of the of­fi­cers al­most al­ways fig­ures at the top.

When fresh, con­struc­tive, pro­duc­tive and in­no­va­tive ideas, which are ben­e­fi­cial, are im­ple­mented, the over­all pro­duc­tiv­ity of an or­gan­i­sa­tion is sure to soar high.

As it rises, it is not only the em­ployee giv­ing such an idea or the of­fi­cer who im­ple­ments it are ben­e­fited, but ev­ery­one, even ev­ery nook and cor­ner of the or­gan­i­sa­tion is ben­e­fited. Then why should not the of­fi­cers at the helm of af­fairs pre­fer to go in for fresh and in­no­va­tive ideas which carry real pro­duc­tive and con­struc­tive worth.

One of the ma­jor rea­sons why cer­tain or­gan­i­sa­tions go down and even get wound up, is not mainly be­cause of their fi­nan­cial dif­fi­cul­ties but mostly be­cause of the lack of the of­fi­cers to im­ple­ment fresh and novel in­no­va­tive ideas be­ing floated by their sub­or­di­nates.

Once the of­fi­cers ini­ti­ate in tak­ing this new step, they will them­selves re­alise how not only their own fu­ture is bright­ened, but those of their em­ploy­ees too would not lack the real shine and sub­stan­tial lus­tre of sub­stan­tial progress and pros­per­ity. Such is the value and worth of fresh and in­no­va­tive ideas, only when they are duly and timely im­ple­mented. (Prof Sharma is a Kan­gra-based psy­chol­o­gist and a noted ca­reer ex­pert with more than 40 years’ ex­pe­ri­ence. He can be con­tacted at di­rec­tor.psy­cho­cure@gmail.com or di­rec­tor.ca­reer­world@gmail.com)

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