{"id":2493,"date":"2016-12-22T10:42:15","date_gmt":"2016-12-22T10:42:15","guid":{"rendered":"http:\/\/socialchangeschool.org\/2016\/12\/working4hrm-performance-management-2-the-mutual-understanding\/"},"modified":"2024-03-18T14:20:32","modified_gmt":"2024-03-18T14:20:32","slug":"working4hrm-performance-management-2-the-mutual-understanding","status":"publish","type":"post","link":"https:\/\/www.socialchangeschool.org\/en\/22\/12\/2016\/working4hrm-performance-management-2-the-mutual-understanding\/","title":{"rendered":"#Working4HRM- Performance management (2) : the mutual understanding"},"content":{"rendered":"

Zeno Filippi| HRM Amnesty International| november 2016<\/strong>\u00a0<\/p>\n

In a psychiatric ward, during a guided tour, a visitor asks the Chief:<\/p>\n

\u201cHow do you know if a patient needs to be hospitalised?\u201d<\/p>\n

\u201cIt is very easy- the Chief answers \u2013 we fill up a bath tub with water, then we give the patient a teaspoon, a cup and a bucket and we ask\u00a0him\/her to empty the bath tub…\u201d<\/p>\n

\u201cAh ok I get it- the visitor interrupts- a normal person would obviously use the bucket, as it is bigger than the cup and teaspoon\u201d<\/p>\n

\u201cMaybe- the Chief answers- wouldn\u2019t be more appropriate to remove the stopper? \u00a0What do you think about a cosy bed, near the window, on the second to the last floor, with a wonderful view?\u201d<\/p>\n

In my previous post “Performance Management:Working with and evaluating Human Resources in the NGOs”\u00a0<\/a>, we had the chance to have a bit of fun on the importance of the relation between parties in the feedback interview. The question now is: how to make this relationship functional to the return objectives? The care of the relationships can be rooted to 5 different basic aspects: mutual understanding, intersubjective legitimisation, collusion and collision, focus on the task, content and listening.<\/strong><\/strong><\/p>\n

The final review meeting, allows to decrease<\/strong> \u2013 according to the classical model of the Johari Window<\/a>– the \u201cblind\u201d area of the interlocutor<\/strong>, that is to say, the problem areas of concern of the interviwee, is spotted by the interviewer, but unknown to the person in question. Maybe, each of us have experienced that, by receiving a feedback about our “blind” area from\u00a0a stranger- who has never opened up or\u00a0known\u00a0us – \u00a0this\u00a0position\u00a0poses as a form of an intrusion and a threat, this affects the\u00a0acceptance of the correction pointed out, particular if it is sensitive and critical.<\/p>\n

The interaction between the communicators, is in fact, more effective if each of them have shared series of information on theirselves with each other<\/strong>: on identity, role, intentions and expectations. The interactive situation is facilitated if such \u201cperviousness\u201d\u00a0happens before the final review meeting or it can be useful that the first part of the time is dedicated to the instauration of a minimum mutual understanding and availability. This is a necessary condition, even if not sufficient, for the instauration of trust, that is to say, of a relationship that results reassuring when the subject receives the assessment of their\u00a0own image and stimulating if unexpected, surprising or critical elements arise.<\/p>\n

One aspect that is not secondary to the mutual understanding <\/strong>is to verify that both parties of the relationship, have a sufficient \u201cintrinsic\u201d motivation<\/strong> to carry out the analysed interview. In fact, if motivation is\u00a0lacking \u2013for example if one of the two interlocutors is there \u201cbecause they have to\u201d or comply because of received prescription- it would not be very realistic to carry out a well-done interview: maybe they would end up in an interview or an interaction which is\u00a0inadequate to the achievement of the objectives of a final review meeting.<\/p>\n

Our non profit organisations, have always had, for vocation or necessity, an organisational culture very close to people, to their stories and needs; for this reason, the relational competences are necessary for survival. We must continue to get to know people, but without forgetting to make those relationships functional to the aim, in that way we could also find someone willing to help us to empty the bath tub\u2026<\/strong><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Zeno Filippi| HRM Amnesty International| november 2016\u00a0 In a psychiatric ward, during a guided tour, a visitor asks the Chief: \u201cHow do you know if a patient needs to be hospitalised?\u201d \u201cIt is very easy- the Chief answers \u2013 we fill up a bath tub with water, then we give the patient a teaspoon, a […]<\/p>\n","protected":false},"author":2,"featured_media":857,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[63,73],"tags":[273],"class_list":["post-2493","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-working4hrm","category-non-profit","tag-blog"],"yoast_head":"\n#Working4HRM- Performance management (2) : the mutual understanding - 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