{"id":238,"date":"2022-10-24T17:28:58","date_gmt":"2022-10-24T15:28:58","guid":{"rendered":"https:\/\/www.ilteamgiusto.it\/?p=238"},"modified":"2022-11-29T14:09:52","modified_gmt":"2022-11-29T13:09:52","slug":"and-now-what-is-my-role-roles-part-1","status":"publish","type":"post","link":"https:\/\/www.ilteamgiusto.it\/en\/and-now-what-is-my-role-roles-part-1\/","title":{"rendered":"And now, what is my role? (Roles: part 1)"},"content":{"rendered":"

In an article that I wrote a few weeks ago (summer already gone\u2026sob!) I told You about the\u00a0Social Identity Theory<\/strong>\u00a0(SIT) which is based on\u00a0organizational identity<\/strong>: the identity of\/in the organization that allows us to recognize ourselves in the (social) context of our organization and our team. According to this scientific theory, people tend to\u00a0classify themselves and others on the basis of social categorizations<\/strong>\u00a0(for example, membership in a group, church, gender, demographic, and so on) and in so doing one finds the\u00a0positioning of his self<\/strong>\u00a0in his relational and social world<\/strong>; in a certain sense, these categorizations help to better characterize our personal identity and our social identity and in fact, precisely because of this theoretical vision,\u00a0an individual tends to define himself and to characterize his uniqueness also in relation to his belonging to groups and community<\/strong>.<\/p>\n

\"\"<\/p>\n

\u00a0I am particularly struck by the weight that this way of understanding organizations assigns to the concept of\u00a0role<\/strong>. In general, we seem to have in mind what\u00a0role we play<\/strong>, or do not play, in our social life and we identify clearly some of them: at work, with friends, in the family\u2026. In reality, we ‘interpret’ many of them in our social and organizational view, to the point that we can speak of\u00a0micro-roles<\/strong>. We move from one to the other\u00a0without realizing it<\/strong>\u00a0and sometimes we do it with simplicity, other times with difficulties. Often,\u00a0we struggle<\/strong>\u00a0in carrying out a task because we do not understand what ‘role’ we should play in the ongoing action, or because in a relational exchange we are interpreting\/using a dissonant one.<\/p>\n

\u00a0I push on this aspect and we have often talked about it with\u00a0Paolo Chinetti<\/strong>, because the SIT explains to us that our social identity is not important only because it leads us to\u00a0internalize the values and beliefs<\/strong>\u00a0of the organizations to which we feel we belong,\u00a0but reifies and translates them in symbols<\/strong>\u00a0that have to do with the places, the rites, the rhythms, the relationships that we associate with our role in the organization. As said, an individual also\u00a0defines himself through the social groups to which he belongs<\/strong>\u00a0– and of course, through the role he plays in them. It is an even more important aspect when it comes to teams: teams make up and break up, are split or clustered into organizations and it is important that the ‘organizational’ roles of corporate life do not collide or are in complete misalignment with the roles of the team play:\u00a0these are relationships that must be designed<\/strong>.<\/p>\n

In a beautiful article,\u00a0‘All in a day’s work<\/strong>‘ by Blake Ashforth, the theme of coexistence and the transition between micro-roles across borders and rites of passage is explored in a fascinating way.<\/p>\n

The more the society is structured, the more the organizations become complex and\u00a0the greater the number of roles we have to cover<\/strong>\u00a0(just not to say interpret …), even during the course of a single day. And therefore more and more frequent are the transitions from one to the other that we have to face and manage, most of the time unconsciously; we can classify them into\u00a0three main types<\/strong>: (a) work-work (relationship with the boss, relationship with colleagues, relationship with suppliers or customers, etc.), (b) work-home (with children at school, at work, again at home in the evening, with their parents, etc.), (c) work\/home-other organization (from work to the sports association, to the church, to the condominium meeting, etc.). The boundary between one role and another is\u00a0partly determined<\/strong>\u00a0by the social organization and partly by us. We\u00a0reify and symbolize<\/strong>\u00a0the context in which we play the role, and therefore it is us who create the\u00a0rites of passage<\/strong>. The boundaries between one role and another can be\u00a0more flexible<\/strong>\u00a0– and therefore roles tend to overlap (from functional work to teamwork) with the difficulty that one detaches more slowly and less consciously from a role – or they can be\u00a0more rigid<\/strong> (e.g. office work): without these boundaries it would be total stress. Sometimes they are such rigid boundaries \u2013 that is we are so deeply identified with the current role \u2013 that, \u00a0classic example, we find ourselves in the family to interpret the role of work …<\/p>\n

\"\"<\/p>\n

This is one reason why\u00a0remote working is so overwhelming<\/strong>\u00a0(and we have not yet finished realizing it): in fact, it\u00a0destroys all the symbols and rites of passage<\/strong>\u00a0of the presence in the office. A very current example: at home, with the children in the day when the school is closed. A mum or a dad are at work at the table, maybe in the living room, how long do you think they last? Here, in this case, is the office, a closed door, a dedicated environment: these are all elements that create a boundary, protect the role and make the transition from being a worker to that of a parent for example more\u00a0stable<\/strong>. Or, again at home but without spaces for relationships, secretary barriers, lunch breaks in the canteen: the roles become unbalanced, the boundaries are blurred, perhaps this is where the awareness that pushes towards\u00a0quiet quitting<\/strong>\u00a0or\u00a0great resignation<\/strong>\u00a0arises … \u00a0sort of giving up with schemes and patterns that come from the segmentation and structuring of roles and the savoring of a new opportunity for social interaction.<\/p>\n

Let’s go back to the teams<\/strong>. So what?<\/p>\n

In our book\u00a0#ilteamgiusto<\/a>, with Paolo, we tressed the issues of transactional memory, learning and knowledge management as\u00a0vehicles<\/strong>\u00a0for bringing out optimal work management processes by emergence. But of course also\u00a0the roles that the team members play<\/strong>\u00a0should be clear, and should be – \u00a0where it is decided that they are interchangeable \u2013 clearly identified by very evident and well shared boundaries and rites of passage. If you create\u00a0‘role change’ routines<\/strong>, the integration between teammates becomes fluid and satisfying. In team games like football, the problem is solved with a number on the shirt: the number corresponds to a role, the wearer enters it and the others know it (and follow him)!<\/p>\n

\"\"From this point of view,\u00a0feedback<\/strong>\u00a0is a very effective tool for\u00a0strengthening the awareness of one’s role<\/strong>: through the re-action triggered by the feedback we not only correct or increase certain operational behaviors, but we\u00a0better structure the rites of passage that make us enter and exit the role<\/strong>.<\/p>\n

Moreover, it is equally important to find moments in which the team\u00a0‘undresses’ its roles<\/strong>\u00a0and, with a rite of passage (a beer, a dinner, a trip), and where it becomes something else: for example a group of travel companions enjoying a break. These opportunities give us the chance to review our relationships in a different \u2018key\u2019 and\u00a0increase awareness of teamwork processes<\/strong>.<\/p>\n

And again, when the team is created or dissolves, it is important to\u00a0be aware<\/strong>\u00a0of the role in which one enters or the one from which one leaves,\u00a0crossing the ‘border’<\/strong>\u00a0that divides them, so as to easily lead back into the relational expectations of the our organization.<\/p>\n

And many other examples and distinctions could still be made.<\/p>\n

There is more that I want to tell you, especially because we are witnessing another\u00a0very fast and triggering transformation<\/strong>: the duration and alternation of tasks as remote working is pushing for.<\/p>\n

In the meantime, tell me what you think of what I wrote for you!<\/p>\n

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

In an article that I wrote a few weeks ago (summer already gone\u2026sob!) I told You about the\u00a0Social Identity Theory\u00a0(SIT) which is based on\u00a0organizational identity: the identity of\/in the organization […]<\/p>\n","protected":false},"author":2,"featured_media":239,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[20],"tags":[],"class_list":["post-238","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-team-building-articles"],"acf":[],"yoast_head":"\nAnd now, what is my role? 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