The "Set" And "Solution" In The Workplace Circle

"There are rivers and lakes where there are people."

This is a classic line in Wong Kar Wai's movie "the laughing stock".

The same is true of people in enterprises, no matter where the enterprises are, the internal factional disputes are strange.

"Along with

The development and expansion of the inner circle has become a common phenomenon.

Liu Fuyuan, President of the China Human Resources Development Research Association, told reporters that enterprises are based on people and interests. As long as there are people and interests, there will be a "circle". However, if there are more small circles, there will inevitably be a struggle. Some people will gossip. This negative phenomenon of culture is not the same.

"There are only two driving factors, one is employee initiative, the other two is leadership connivance."

Liu Yan, who is currently the director of human resources in a China top 500 enterprise, summarizes his more than 10 years of experience in human management, and has different views on the "circle" of the workplace.

She believes that the small circle of departments is not terrible, and the small circle at the end of management is not terrible.

"I am afraid that I am afraid of a small circle of inter departmental and malpractice between management."

Liu Yan bluntly said that the "circles" with these two factors were most likely to have two kinds of results, one is to form their own "faction", to squeeze more colleagues to gain greater power of discourse or more circle interests; second, to operate their own sphere of influence, to accumulate more strength against higher leadership, and to form a "tolerance of others" posture.

The Google Corporation of the United States, the externally declared enterprise creed is "no evil", but this creed has been challenged. A British media has recently reproduced a former employee of Google: the degree of intrigue in Google Corporation's political struggle is reminiscent of the secret struggle in the famous novel of power and TV play.

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On the surface, Google is known for its innovative culture, but its headquarters building in California is full of trickery.

Larry, founder of Google, once encouraged intense competition within the company.

However, due to the increasingly serious internal struggle and differentiation, Larry had to stop at the annual meeting of the company in February this year. Larry clearly told the company's top executives that the struggle must be stopped completely, otherwise the company would punish him severely.

According to the introduction, Google has a serious struggle for factions. Since last year, "Andrew's father" Andy is no longer in charge of Android because of the conflict and chasm between the two businesses.

Earlier, there was a battle between the former Google search and product project manager and CEO, and then the product project manager walked away from Google as YAHOO CEO.

The case of Google can be found in most of the workplace.

Combining with Google's case analysis, Liu Yan thinks that in the current workplace, the small circle formed by classmates, colleagues and fellow townships is increasing.

But the case of Google confirms that no matter which one, it is a source of obstruction to the execution of organizational decision-making.

"The replacement of the head or principal member of any management team will inevitably bring about the flow and renewal of" blood ", and the original pattern of interpersonal relationship is also changed. The new circle of the workplace must be gradually concluded by the close proximity.

Wang Huiyao, President of China International Talent Specialized Committee, believes that this kind of circle culture can not be ignored by the erosion of the system.

"The leader acquiescence the small circle, is based on the leadership to the interpersonal relations again fractionize, again intensivism."

Many front-line managers including Liu Yan believe that the highest leaders of enterprises sometimes create a "relaxed circle" around themselves in order to avoid the plight of "high places" and "loner".

There are two rules in this circle: one is the formal rule (the enterprise system), that is to say, the formal relationship between leadership and subordinates should be ensured; two, the informal rule, the so-called "buddy rule", and the members in the "circle" adjust their relationship with this rule.