As The Gevasol Group evolved, my ability to manage and lead processes decreased, and professional managers stepped in to fill the void I created.
What they told me resonated with me: My true value lies in connecting people and development teams and encouraging them to collaborate without preconceived notions or trying to "fix" and "adjust" one another.
Developing new products at Gevasol involves bridging gaps between countries, technologies, languages, and time zones.
It's challenging—even Sisyphean. It is tempting for each team to give up on their colleagues, and it is equally tempting for the mediator to give up. But the persistence is worth it for the synergy.
Through such experiences, I've reevaluated the traditional notion of "organizational culture." I feel that instead of a single, unified culture, we should foster "organizational awareness," adapting to the complexities of human interaction—being aware of the ever-shifting dynamics within the organization.
In practice, it is as simple as listening, paying attention, and noticing how people interact around us.
Doing so lets us understand the forces at work in our organization and the guiding values and unspoken rules that operate among our people.
It allows us to sense the personal networks that make the organization run and know how to form a coalition of tribes to get things done. In the photo: teams from 3 countries meeting in the #Netherlands
#fluidcontrol #motioncontrol #synergy #engineering #spraying #miniature #valves #farming Tomer berkoviz תומר ברקוביץ
