As a "geek", Victor Liu is quite good in the gaming industry. As many people play games, he designs internet games and sees how the gaming system works to promote player’s interest. Victor Liu is a computer game creator. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx
Wen Chuan Cai is a freelancer. In his speech, he would like to set an example of people who want to lead of life of their own will. He shares with the audience how to be set up clear goals in starting up his own business and make their own personal branding. A free lancer. He has set an example of young people who can lead a self-disciplined life in the business world. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx
Villagers from Phatthalung opposing the Muang Takua dam stage a rally in front of Government House. (Photo by Chanat Katanyu)
Drenched with a heavy downpour on Tuesday night while picketing in front of Government House, Anong Kuson looked up at the ferocious sky, her face wet with tears mixed with merciless rain.
“I told myself this was just another test of our determination to protect our forests and our home community,” said the mother of three from Ban Muang Takua, Phatthalung province.
“I told myself never to feel discouraged, never to give up on our mission to stop the Muang Takua dam project. It will destroy our forests, waterways, our abundant nature. It will rob our children of life security and future. I will never let it happen.”
Ms Anong, 34, and some 20 residents who represented the Muang Takua community started picketing in Bangkok last week after the Phatthalung governor told them he had no power to stop the Irrigation Department’s controversial dam project.
Protests against the dam date back to over a decade ago. After being shelved by strong local resistance, the project gathered steam under military rule, prompting fresh resistance.
The Irrigation Department insists the dam is a royally-initiated project to provide irrigation water in the areas. Locals insist the dam will destroy lush watershed forests on the Banthat Mountain Range, the waterways that feed Phatthalung and Songkhla Lake, as well as ruin the sources of livelihoods of the forest communities that have lived there for generations.
Villagers pointed out the dam project details did not fit with local topography because they were copied from another dam in northern Thailand, making it a project based on lies and deception.
Despite the misinformation, lack of public hearings and the risk of harming the name of the royal institution, the Irrigation Department forged ahead.
To appease the social media outcry marked by public discontent against the status quo, an agreement was reached last week: a joint committee to find a sustainable source of irrigation water, together.
In short, the dam must go.
The agreement needs a green light from the prime minister. Earlier this week, Gen Prayut Chan-o-cha shunned the proposal and declared he would just delay the dam project for another year.
For the Muang Takua villagers, this is cheating big time.
The bad news is Ban Muang Takua is not the only place now under threat by environmentally destructive schemes by the government.
The list is long: The Chana Special Economic Zone in Songkhla. The Kaeng Sua Ten dam in Phrae. The water tunnel to divert water from the Yuam River in Mae Hong Son to Bhumibol dam in Tak. The massive reforestation schemes to evict forest dwellers.
The most destructive of all is the government’s recent push for the digging of the mega Kra Canal to connect the Gulf of Thailand with the Andaman Sea across the Kra Isthmus. Now dubbed the Thai Canal to rouse nationalism and backed by Chinese powers, its supporters believe the new maritime trade route would bring economic prosperity to Thailand.
While it remains in question who would benefit from the mega canal, the digging will certainly create massive environmental destruction on both coasts.
With the coastal ecology destroyed, millions of small-scale fishermen and their families will lose their livelihoods and face unprecedented hardship. The tourism industry, the country’s top income earner, will be destroyed. So will the large areas of protected forests and habitats of endangered wildlife.
Evidently, the mega canal will plunge Thailand into its most severe environmental disaster.
It is highly likely that the hardship will further aggravate the discontent of the southern Muslims against the government, leading to intensifying conflicts and violence.
Why have these megaprojects gathered steam in recent years after being shelved for so long? Environmentalist Prasitchai Nunuan blames it on the military dictatorship.
Since the 2014 coup, the military has been reducing the authority of local administrative bodies while increasing central control of the bureaucracy, said Mr Prasitchai, director of the Green South Foundation. The military has also lent its manpower to suppress local resistance in various controversial schemes, he added.
Under the climate of fear, dam projects are dusted, forest evictions intensify and several environmentally harmful laws sailed through a parliament dominated by big brass, bureaucrats, and military supporters.
For instance, the Department of National Parks, Wildlife, and Plant Conservation has given itself the power to rule the forests like military dictators.
The Ministry of Agriculture, instead of protecting the Thai populace, is blocking the ban of toxic farm chemicals to serve big business.
Instead of protecting public health, the Industry Ministry has fixed the law to allow small factories to release pollution freely.
Instead of punishing the trawlers which have destroyed the seas with overfishing and environmentally destructive fishing equipment, the Department of Fishery wants to give them cash.
Meanwhile, despite the public outcry, the government continues to allow other countries to use Thailand as the dumpsite of toxic waste.
“Abuse of power at every level is routine because the bureaucratic system runs without checks and balances,” he said.
That is why the grassroots movements, though supportive of the new charter to end military control, emphasise the need for bureaucratic reform and decentralisation.
“If the constitution fails to put decision-making power in the hands of local communities, we will continue to suffer the same top-down, autocratic bureaucracy. Without decentralisation, we will have to fight with the state schemes that destroy our livelihoods,” he said.
While the new charter is the long-term goal of the Ban Muang Takua protesters, their immediate concern is to stop the dam. The government’s order on Tuesday prohibiting all demonstrations near Government House also stirs fear of a crackdown.
“I’m not afraid,” said Ms Anong. Threat and intimidation are nothing new to the Ban Muang Takua villagers who defy the dam project, she said. “We are protecting the forests and waterways not only for our children and community but also for the country.”
The Irrigation Department plans to build 14 dams in Phatthalung. Four were already built not far from Muang Takua. The drought and poverty that inflicts those communities made the Muang Takua villagers determined never to let it happen to them.
If the irrigation authorities can complete their 14 dams as planned, they will massively destroy the watershed forests in the Banthat Mountain Range. “We must stop the destruction,” she added.
“If nature survives, we all survive. If we cannot tell our children we have won our fight, we are not going home.”
We’ve all been challenged with at least one difficult person at work. Why do they have to be so rude, dismissive, abrasive, etc.? Difficult employees aren’t the person who has a bad day and acts out in appropriately, they are the ones who have gained a reputation for being difficult.
And, if they are spreading their bad behavior to others and having a negative impact on the team, then they are more than difficult, they are toxic.
Why are they so difficult? This is the first question that you need to ask yourself. Experience has shown me that there is often an underlying reason for the person’s unwanted behavior. Schedule 1-1 time with the employee, as soon as you notice a pattern of bad behavior. Not addressing the behavior in a timely manner is just an initiation for more of the same thing.
Get curious first. Is it the job? Is it a personal issue? Are there team members that are causing stress? Or, is it just who they are?
If you find that there is a reason behind their behavior and not just their personality, then it’s time to help.
Once you understand the underlying reason for your employee’s bad behavior then it’s time to coach. Coaching your difficult employee to understand the impact they have on others and themselves is your first step to mitigating the problem behavior. The next step is getting them to commit to change and taking action.
Explore with them how their behavior is impacting them and their performance by asking these questions during a 1-1 meeting:
How do you think people react when you are __________ to them?
How can their reactions to you potentially impact you negatively?
How does this this behavior show up outside of work?
How does this behavior help you?
What triggers this behavior? A person, a task, a situation?
What do you think will happen if you continue to behave this way?
Once they agree that their behavior isn’t benefitting them or others around them, then it’s time for them to put a plan together to change. Ask these questions:
What steps can you take to decrease this behavior?
How would you know these steps are working?
When do you plan on resolving the situation?
How committed are you to changing on a scale of 1-10?
What would it take to increase your commitment by 1 point?
For some individuals, asking questions to get them to self-reflect may not be enough. This is when you have to give your feedback to them. Give them concrete examples in a timely manner of what you’ve observed. A great technique to use is by starting with “Can I share an observation with you?” I have never had someone answer no to this question. And answering yes gives you permission to share your feedback.
Define for them what behavior is acceptable moving forward, what changes need to occur with measurable goals. Then jointly create a development plan with a specific timeline. I recommend a 30-60-90 day plan. You want to see some immediate small changes that will incrementally become larger over time. Be prepared to have additional 1-1 meetings with the person during this time.
Explain the Consequences
Once you have coached and provided then with direct feedback, they need to understand the consequences of not meeting their commitment. Generally, a loss is more of a motivator than a gain. Determine what will motivate them. Is it a loss of privileges to work remotely, an upcoming bonus, or rescinding a high-profile project?
There will be some people that either can’t or won’t change their bad behaviors and you need to be prepared to part ways with them. Make sure in these cases that you document all the conversations, so you have established a pattern of behavior and the steps taken to address the situation, and the employee’s failure to change.
And remember through all of this, that dealing with negative employees can distract you from more important issues. Don’t spend all your time and energy on the difficult person, just enough to know that you provided the person with the opportunity to make the needed changes. If you ultimately let the employee go, don’t look back.Just learn from your experience.
Beth Milleris an accomplished author, speaker, and solution provider; herinsight and expertise make her a sought-after leadership influencer.A serial entrepreneur and executive coach as well as a former Vistage Chair of 13 years, Bethis featured in numerous industry blogs and publications including Entrepreneur, Leadercast, and TalentCulture.com. Her book, “Are You Talent Obsessed?,”compiles her best practices for business leaders.
En otras palabras, las prioridades de una organización moldean su cultura a través del tiempo, pues la misión, visión, objetivos y valores se trazarán de tal modo que sean congruentes entre sí; definir la dirección estratégica es un paso indispensable en la construcción de una cultura organizacional acorde con las metas de expansión corporativa y optimización.
Así, quienes ocupan posiciones de liderazgo dentro de una organización deben ser conscientes de que sus palabras y acciones dictan ejemplo entre los colaboradores; la imagen de la gerencia cuenta con un carácter expansivo al interior de una corporación. Cuando el comportamiento de un directivo no es acorde con el de la cultura organizacional, esta se debilita, puesto que su fortaleza se basa precisamente en la capacidad de asimilación y replicación por parte del personal de la empresa de manera vertical, así como también de modo transversal.
Entonces, es imprescindible que se elija adecuadamente a las personas que ocuparán posiciones con facultad de toma de decisiones, porque de su perfil idóneo para liderar dependerá que la cultura organizacional se arraigue o que, por el contrario, quede a la deriva y se diluya inevitablemente, trayendo riesgos significativos para la obtención de resultados favorables.
A grandes rasgos, podemos identificar una cultura organizacional bien implantada ahí donde es notorio que las prioridades se hallan alineadas y se reproducen una serie de conductas compartidas encaminadas a metas comunes. Por ello, al conseguir la consolidación de la cultura organizacional deseada, con certeza, se alcanzarán niveles de integración elevados, así como una estabilidad considerable dentro de la corporación.
En este sentido, toda empresa requiere abocarse a la gestión exitosa de su cultura organizacional, pues la creación de estos cimientos de valor no se da por generación espontánea, sino que precisa de un proceso interminable; si bien los principios difícilmente cambian, sí que es necesario adaptar las operaciones estratégicas de la organización a los cambios que se suscitan en el entorno, conservando la esencia y los ejes rectores de la empresa.
La misión y la visión no son meras aspiraciones ni ideas utópicas, sino que deben traducirse en un proyecto viable que guíe las decisiones y determinen el rumbo a seguir; la finalidad es construir buenas prácticas que lleven a resultados palpables. Una cultura organizacional sólida se traduce en ventajas competitivas y posicionamiento de mercado; por la misma razón de peso, representa un grave error el dejar a la deriva este proceso, puesto que la cultura organizacional precisa construirse de la mano del liderazgo y en torno a valores específicos. Ya lo decía Aristóteles: la excelencia no es un estado sino un hábito.
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Otra ventaja de apostar por robustecer la cultura organizacional consiste en la instauración de un marcado sentido de pertenencia e identidad en el personal. Cuando el ADN de la corporación se encuentra arraigado entre los colaboradores, su motivación es latente y la productividad incrementa. Más aún, es un hecho que las organizaciones con una fuerte cultura tienen muchas más probabilidades de resistir con éxito un período de crisis o adversidad.
¿Cómo conseguir que la cultura organizacional sea internalizada por cada miembro de la empresa? Definitivamente, la comunicación es clave para tal cometido. En primera instancia, debe transmitirse con claridad el sentido de propósito que caracteriza a la corporación; su esencia. Posteriormente, se cultivarán los principios que regirán las conductas, el lenguaje y las políticas por implementarse en el día a día; ello logrará imprimir una mística compartida.
Como corolario, la repetición de las buenas prácticas se convertirá en una difusión de hábitos persistentes. Propósito, principios y prácticas; una tríada poderosa para edificar la cultura organizacional que toda empresa necesita para trascender en un orbe de competitividad implacable y evolución constante.
Nota del editor:José Guillermo Fournier Ramos es docente en la Universidad Anáhuac Mayab. Vicepresidente de Masters A.C., asociación civil promotora de la comunicación efectiva y el liderazgo social. También es asesor en comunicación e imagen, analista y doctorando en Gobierno. Síguelo en Twitter y en LinkedIn . Las opiniones expresadas en esta columna pertenecen exclusivamente al autor.