Post by arfanho7 on Feb 24, 2024 12:46:06 GMT 5
Google built its New York City campus two years ago with the principle that employees should never be more than feet from some form of free food—creating gathering places for workers to interact. “They wanted to engineer serendipity ” says Myers “creating these kind of casual hallway and cafeteria conversations where the genesis of a lot of great ideas take place.
” Managers don’t have to redesign a building to engineer these encounters. Just by observing where employees naturally congregate and then tacitly condoning those conversations or actively participating in them can go a long way toward normalizing the kind of office culture that encourages employee interaction says Myers. by including a regular Egypt WhatsApp Number List time for coactive vicarious learning during meetings asking for stories about something employees figured out in the past week and setting expectations for those kind of discussions. Some senior employees in the high tech industry set office hours in which they encourage colleagues to come to their office and ask questions.
A lot of this is clearing the brush ” says Myers. By subtly changing office culture to encourage employees to interact in both formal and informal ways he argues managers can move employees away from the kind of dry learning that stymies growth and creativity and toward the kind of co created knowledge that allows employees to really make the job their own. “Managers can’t say ‘Go sit down and have a good conversation about your past experiences ’ but they can set up structures to let his happen naturally ” says Myers. “And that becomes very critical.”
” Managers don’t have to redesign a building to engineer these encounters. Just by observing where employees naturally congregate and then tacitly condoning those conversations or actively participating in them can go a long way toward normalizing the kind of office culture that encourages employee interaction says Myers. by including a regular Egypt WhatsApp Number List time for coactive vicarious learning during meetings asking for stories about something employees figured out in the past week and setting expectations for those kind of discussions. Some senior employees in the high tech industry set office hours in which they encourage colleagues to come to their office and ask questions.
A lot of this is clearing the brush ” says Myers. By subtly changing office culture to encourage employees to interact in both formal and informal ways he argues managers can move employees away from the kind of dry learning that stymies growth and creativity and toward the kind of co created knowledge that allows employees to really make the job their own. “Managers can’t say ‘Go sit down and have a good conversation about your past experiences ’ but they can set up structures to let his happen naturally ” says Myers. “And that becomes very critical.”
