"Using Commitments to Manage Across Units"
MIT Sloan Management Review
Fall 2005, pp. 73-81
The authors of this article report "From our research, including case work at more than 100 organizations, we have found that managers can better execute novel initiatives across units by viewing the organization as a nexus of commitments-or personal promises that employees make to each other."
The key elements of effective commitments are:
- The commitments should be public
- Commitments should be explored through active discussion
- Commitments should be voluntary
- Commitments should be explicit
- The performer should be motivated because he/she understands and accepts the importance of the commitment
The process of generating effective commitments has four basic steps:
- Preparation—The customer of the commitment should first prepare a request in which the specifics of the request are made clear, as well as the rationale. The right performer for the job should also be identified.
- Negotiation—This is a stage of give-and-take between the performer and customer, where the needs for resources are made even more specific, as well as possible relief from current responsibilities. Constraints and potential obstacles are identified. Failure to take this stage seriously leads to passive promises not based on understanding and personal buy-in.
- Execution—During this step, both customers and performers must continue to maintain frequent communication. Progress must be monitored, upcoming obstacles and emerging opportunities must be addressed, and renegotiation may need to occur as circumstances change.
- Acknowledgement—The final step has the customer declaring whether the commitment has been fulfilled or not. This allows a feeling of accomplishment by the performer, and also allows the opportunity for additional feedback.
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