Boss side, employee side (57 points between bosses and employees within the organization)

Author: Editor-in-Chief of Energy Communication
Publisher:
Publish Date: 2005-01-01
Features: Game theory differs from opposition—it is not the case that what the boss supports, the employees must oppose, nor is it necessarily that what the boss opposes, the employees must support. Precisely because of the game, the boss cannot simply claim to represent the fundamental interests of the employees, nor can the employees base their thinking solely on their own interests. Here, it is necessary to establish an open, direct, and routine communication mechanism, set up corresponding channels and norms, ensure that the main opinions of the boss and employees have the opportunity to be expressed and exchanged, and ultimately achieve consensus-building and narrowing of disagreements. In this sense, the complex and colorful systems, rules, and phenomena discussed in the book The Boss's Side, the Employee's Side are both an analysis of the plot of this game and an exploration of the operational mechanisms within the game model. They represent an experience-based reflection and summary of the boss-employee game in many organizations, and also include numerous better role-playing strategies and suggestions based on this.
The Boss's Side, the Employee's Side - Collection of Insightful Sayings
If someone is good at picking up trash, they might become a garbage collector or manage a landfill. Their personal assets can be in the tens of millions. They may not have received a professional education, but they have a refined division of labor, managing thousands of people. You say the trash-picking industry is cold? It is! Is it hot? It is! But it’s not easy to break into! They’ve even divided up the territory. So, there are people who jump off buildings trading gold, and there are people who make big money picking up trash.
—About Hot and Cold Occupations
Loyalists lack principled loyalty. If the boss makes a wrong decision, a loyalist might say, “Look, you made a mistake! You’ve messed this up, and we can’t work like this.” A loyalist might say, “You’re the big brother, big brother makes money, I follow you make money. If there’s no money, we’re brothers together, and if that doesn’t work, we start over.”
—About Loyalists and
Middle management is like a load-bearing wall—it is very important. Whether a company can develop depends on the boss, but whether it can develop healthily depends on middle management. Grassroots employees are like soil—they are not the deciding factor in development. However, neither the boss nor the employees place middle management in a significant position. Some bosses have middle-management characteristics, such as being promoted from the grassroots and being accustomed to managing specific people and tasks directly. Some grassroots employees also have middle-management characteristics, such as grassroots employees patting the boss’s shoulder but not patting the middle management’s.
—About Middle Management Interactions
Interactions should be diverse. For example, if a few friends always get together to drink alcohol for a period of time but always with the same people, their emotions will decline. Drinking with different people, the content of your bragging next time will be different. When you go back to drink with your old group, your emotions will actually improve. If you always hang out with the same people, don’t expand your social circle, and have limited information, your interaction efficiency will be low.
—About Social Interactions
The rule during transformation is 1 + 2 + 5 + 2. This means that in any transformation, there might be one leader, two staunch supporters, five onlookers, and two opponents. If one person wants to get things done, forming a small group of three is enough. Most of the masses are just onlookers.
—About Small Groups