{"id":246,"date":"2022-10-24T17:42:23","date_gmt":"2022-10-24T15:42:23","guid":{"rendered":"https:\/\/www.ilteamgiusto.it\/?p=246"},"modified":"2022-11-28T12:51:57","modified_gmt":"2022-11-28T11:51:57","slug":"role-absence-gig-project-management-roles-part-2","status":"publish","type":"post","link":"https:\/\/www.ilteamgiusto.it\/en\/role-absence-gig-project-management-roles-part-2\/","title":{"rendered":"Role absence: GIG project management (Roles: part 2)"},"content":{"rendered":"

OK Stefano. You talked to us about the\u00a0identification of people in the organizations<\/strong>\u00a0in which they work, the\u00a0role of belonging<\/strong>\u00a0in the definition of self and personality. You talked about the\u00a0numerous roles we play<\/strong>, due and caused by the\u00a0articulation of our organizational world<\/strong>\u00a0and the\u00a0transitions<\/strong>\u00a0and\u00a0rites of passage<\/strong>\u00a0we create to move from one to the other while\u00a0preserving our ‘place’<\/strong>\u00a0in those worlds. But how do we behave when it is the organization itself, my employer, the economic pressure, the crisis\u00a0that question what we are<\/strong>, when\u00a0every six months there is an adjustment<\/strong>, a change, a transformation?\u00a0And how can I say that I have a job when I work from home, stay connected all day, when colleagues are constantly changing, when my contract lasts as long as it lasts<\/strong>?<\/p>\n

It happens more and more often: the\u00a0promise of continuity<\/strong>, belonging, journey, of ‘experience’ is increasingly ephemeral in today’s companies, even those that seem more inspired might\u00a0change ownership or shareholder overnight<\/strong>. In front of us, our way of working is increasingly aligned with a\u00a0gig-economy model<\/strong>, the economy of\u00a0hyperflexibility and autonomy<\/strong>. In this model, Peter Drucker’s words are taken to extremes:\u00a0in the knowledge economy, everyone is their own CEO<\/strong>. If you think about it, today the frenzy of project working (and of course team working) brings the gig model into companies. In an article dedicated to this theme (From Surviving to thriving in the gig economy<\/strong>) Susan Ashford, Brianna Barker Caza and Erin Reid give us the perspective of organizational psychology about this phenomenon.<\/p>\n

In the image below there are\u00a0five significant categories of work<\/strong> where the new way of working and the old one maximizes the extremes of each. Try to think about it:<\/p>\n

\"\"<\/p>\n

To be successful (perhaps just to survive …) and navigate in this world of gig-projects, you need to be able to deal with contexts with\u00a0greater instability<\/strong>\u00a0(economic and contractual),\u00a0greater demand for autonomy\u00a0<\/strong>(decision-making and operational),\u00a0uncertainty in the duration and direction of one’s own career<\/strong>,\u00a0greater orientation towards change and transition in one’s role and in one’s daily work<\/strong>,\u00a0greater physical and relational separation<\/strong>. Be careful because remote working is\u00a0pushing us fast towards the high value scale of these context elements<\/strong>. Ashforth and her study tell us that a whole range of more intense and unsettling experiences arise as you move up to the upper register of the comparison figure above.<\/p>\n

This figure below and these new correlations are very interesting:\u00a0the individual is presented with organizational, emotional, identity, relationship challenges<\/strong>\u00a0… Changing means\u00a0staying at the front<\/strong>, being\u00a0alone<\/strong>\u00a0in many moments, having to\u00a0face the emotion of potential failure<\/strong>; furthermore, when we think of the social identification theory (SIT) that we talked about in the previous article,\u00a0its basics are almost disappearing<\/strong>: remote work, being alone, interactions reduced to a minimum … What are the\u00a0cognitive resources<\/strong> to which we owe draw to face these challenges that may seem insurmountable to those who come from an ‘old-fashioned’ organizational work experience?<\/p>\n

\"\"<\/p>\n

Scholars propose and highlight a series of ‘behaviors’ necessary to deal with it.<\/p>\n

As we might have expected,\u00a0resilience, proactivity and relational agility\u00a0<\/strong>emerge as essential learned characteristics, to which are added\u00a0flexibility and the ability to regulate and manage emotions<\/strong>.<\/p>\n

\"\"<\/p>\n

With these concepts in mind, let’s try to bring the reasoning\u00a0back to teamwork<\/strong>.<\/p>\n

Teamwork also changes its dimension:\u00a0teams are increasingly led to work remotely<\/strong>, perhaps in different cultural and social contexts and certainly the alignment that comes from physical proximity and synchronous work end up being less practiced.\u00a0This does not mean that teams are no more central in our organizations<\/strong>. The opposite is true.<\/p>\n

This is why the\u00a0awareness of the challenges that gig working<\/strong>\u00a0(therefore, it becomes the extreme version of remote control)\u00a0poses to<\/strong>\u00a0us<\/strong>\u00a0has a decisive influence on the strategies we adopt to make teamwork possible.<\/p>\n

Here are some considerations on this:<\/p>\n

1)\u00a0\u00a0\u00a0\u00a0\u00a0It is important to develop and keep alive and kicking a system of\u00a0mutual relational support<\/strong>: endogenous (within the team) and exogenous (within the organization); by doing so, we ensure that information circulates, that alignment is kept alive and that there is no lack of problem solving: there must always be a moment in which the availability of mutual support is exchanged. The useful questions:\u00a0what do you need, how can I help you, how can I help you, and vice versa, do I need you, please help me, let’s do this together, etc.<\/strong><\/p>\n

2)\u00a0\u00a0\u00a0\u00a0\u00a0<\/strong>We try to maintain an\u00a0agile relational system<\/strong>\u00a0in the team and open to collaboration, to prevent the formation of faultlines due to accidental proximity. The useful questions:\u00a0what are we doing it for, where we want to go, how we share this task, what you think is working \/ not working, who can help us, who we ask, etc.<\/strong><\/p>\n

3)\u00a0\u00a0\u00a0\u00a0\u00a0We cultivate\u00a0cognitive flexibility<\/strong>\u00a0(processes, emergencies, methods, monitoring) and\u00a0identity\u00a0<\/strong>(the team, the role, the organization, the purpose, the climate).<\/p>\n

4)\u00a0\u00a0\u00a0\u00a0\u00a0Let us set ourselves to see\u00a0both the systemic component and the concrete component<\/strong>\u00a0of the phenomena that occur, this is\u00a0ambidexterity<\/strong>; even where the task seems restricted and well addressed let us ask ourselves what advantage it brings us to do it and in particular to do it in this way.<\/p>\n

5)\u00a0\u00a0\u00a0\u00a0\u00a0In asynchronous work it is important to\u00a0fully exploit individual action<\/strong>, without retreating and without giving up on learning and putting into practice, even by experimenting, what has been learned from feedback and the transfer of knowledge. Let’s keep in active listening conditions, also\u00a0learning to compensate for the absence of silence in remote synchronous moments<\/strong>.<\/p>\n

6)\u00a0\u00a0\u00a0\u00a0\u00a0Even in the difficulty of solitary action or solitary error,\u00a0we manage emotions and share them<\/strong>.<\/p>\n

Gig-project management<\/strong>, we have coined a neologism, requires us to know how to manage moments of solitude and silence in the void of asynchronous moments as if we were freedivers, ready to conserve energy\u00a0until the next dive into the team<\/strong>.<\/p>\n

As you can see, we have gone\u00a0from roles to the absence of roles<\/strong>: remote working acts a bit like the\u00a0void\u00a0<\/strong>and\u00a0sucks up our identity by putting us in front of ourselves<\/strong>, a self deprived of the security of our organization.<\/p>\n

It can be a tough challenge: taking refuge in teamwork is a good strategy!<\/p>\n","protected":false},"excerpt":{"rendered":"

OK Stefano. You talked to us about the\u00a0identification of people in the organizations\u00a0in which they work, the\u00a0role of belonging\u00a0in the definition of self and personality. You talked about the\u00a0numerous roles […]<\/p>\n","protected":false},"author":2,"featured_media":247,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[20],"tags":[],"class_list":["post-246","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-team-building-articles"],"acf":[],"yoast_head":"\nRole absence: GIG project management (Roles: part 2) | Il Team Giusto<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.ilteamgiusto.it\/en\/role-absence-gig-project-management-roles-part-2\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Role absence: GIG project management (Roles: part 2) | Il Team Giusto\" \/>\n<meta property=\"og:description\" content=\"OK Stefano. 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