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
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 email@example.com or firstname.lastname@example.org)