The model stresses the quality of nurturance required in moving folks from 'unconscious incompetence' through 'conscious incompetence' into a new quality of 'conscious competence'. The process and emergence tool has been described previously. This becomes especially true where affirmative action policies are implemented aimed at fast-tracking folks considered to be previously disadvantaged into management positions. Once again it stresses the management role of apportioning tasks relative to the competence of those required to carry them out - and the accompanying need for on-going training and skills development. Manageability now must include the capacity to manage change and uncertainty. But at the strategic level, given the pace of change and innovation, and given the volatility of business conditions, the notion of manageability itself needs to be redefined. The easiest expression of manageability is, of course, routine function - and certainly this applies in most lower level workforce roles. This says much about these new challenges being presented to the CEO's in respect of their experience of ‘manageability’. As stated above the CEO’s researched declared that they felt ill-equipped to deal with uncertainty and volatility. The second condition Antonovsky identified is ‘manageability’. Providing management and employees with the best quality of information possible so that they might know and understand what is going on in their field of deliverables becomes imperative. Whilst this factor calls for a redefinition of comprehensibility - it also stresses the strategic role of communication in the organisation. Complexity theory now offers the notion of ‘externalities’ - factors outside of the recognised system that cannot be identified on anticipated until they reveal themselves. But in this increasingly dynamic and interconnected world with an identified economic revolution from the industrial to the informational well underway, such certainty becomes increasingly remote. After all, our greatest fear is the unknown. Comprehensibility, when limited to knowing all the pertinent facts pertaining to a challenge or opportunity certainly ought to provide some sense of assuredness. A 2010 research project commissioned by IBM and conducted among the top 100 CEO’s showed that their greatest challenge was feeling ill-equipped to deal with the growing global business volatility and uncertainty. The first condition he identified is ‘comprehensibility’. Then it’s especially about developing the sensitivity to know the difference in one’s experience, and of course, doing something about that - not only for self - but in one's teams. So it’s no longer a question of being either healthy or sick, but of rather of tending towards one or the other side of the spectrum. This state of resourcefulness helps to move folks along the continuum from what he terms ‘dis-ease’ to ‘health-ease’. In this posting we explore further the three identified conditions of Salutogenesis and their relationship to the bio-psychosocial model.Īntonovsky mentioned three different conditions that enable a ‘sense of coherence’, which, when developed, serve to strengthen personal resources in dealing with ‘burdening factors'. This view expands health into embracing psychological and social wellbeing. We consequently drew correlations from this perspective to the shift from the biomedical view of medicine that limited health to being essentially a biological issue, to the bio-psychosocial view. In respect of enabling wellness we showed that his approach focused on those conditions that would promote health and wellness rather than on pathogenesis, namely, a focus on those conditions that would cause disease. See:( ). This was about trying to maintain a ‘sense of coherence’ under varying life conditions. Now in our previous piece on organisational wellness and the concept of ‘antifragility’ we mentioned Aaron Antonovsky’s approach of ‘Salutogenesis’. She is clearly in a state of fine coherence. In the photograph above a young woman walks serenely over a bed of red hot coals.
0 Comments
Leave a Reply. |