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How To Turn The Generational Divide Into A Winning Business Strategy

By Dr. Dani Kimlinger, Published on June 25, 2015

1

It may not be evident; it might be just beneath the surface. You may have seen glimpses of it…throw in some baby boomers and millennials in an enclosed space and you’re looking at a combustible mix of personal and professional differences and (mis)perceptions.

Close to twenty-five percent of HR professionals surveyed by the Society for Human Resource Management (SHRM) in 2011 reported some generational conflict in the workplace. The tensions seem all but inevitable, as millennials (those born between 1981 and 2000) and boomers have very different outlooks on work, life, and technology. Whether their perceptions of each other are accurate or not (many are actually not), forty-seven percent of younger workers complained that older managers were resistant to change and tended to micromanage. Meanwhile, roughly thirty-three percent of baby boomers polled complained that their millennial counterparts were too informal, entitled, entirely too dependent on technology, and lacked respect for authority.

Trends indicate that these conflicts will increase — particularly as baby boomers delay retirement and stay in the workforce, and millennials begin to take management positions where they manage significantly older, arguably more experienced co-workers (by 2016, millennials will account for nearly half of all employees worldwide). If not handled in a timely, discrete, and professional fashion, tensions can escalate, affecting not just the parties directly involved, but the entire workforce. This creates a charged, divisive environment as battle lines are drawn. Chronic unresolved conflicts — and the stress that results — is cited as a decisive factor in at least 50% percent of employee departures.

If not handled in a timely, discrete, and professional fashion, tensions can escalate, affecting not just the parties directly involved, but the entire workforce.

Mediating inter-company conflicts is always about moving all involved parties to more harmonious ground — or moving from conflict to cooperation. The tensions between millennials and baby boomers may seem inevitable and tractable, but as any conflict resolution expert will tell you, the first step is to bring grievances into the open, which begins to bring differences and, perhaps most importantly, misconceptions to the forefront. From there, it’s imperative that the organization — or an outside mediator — establish a framework that encourages open and productive discussion; rather than focus on conflict that arises from intergenerational differences, the focus ought to be on the benefits of cultivating a multigenerational workforce. As any Beatles fan would agree, the personality differences and artistic tensions between the principle songwriters — Lennon and McCartney — propelled their creativity and shaped their sound. In other words, conflict, if handled properly, can create previously unforeseen opportunities.

Turning conflict into creative cooperation

Elfego Gomez, an organizational training consultant in Colorado Springs conducts a workshop on generation gaps. He starts his sessions by asking participants questions such as: Are you comfortable calling superiors by their first names? Do you prefer chunky or smooth peanut butter? “I’m trying to get people to see if age really is the defining thing, or are we just different people,” Gomez, a 56-year-old baby boomer, said. “We have more similarities than differences. And that’s not determined solely by generation.”

This is not to deny the differences and tensions between and among different generations working together under the same roof. Gomez’s exercise helps participants to see beyond categories and preconceived notions, and, in effect, see each other in a new, often more revealing light. While some, maybe even many generational attitudes and behaviors might still apply, it becomes easier for people of different generations to begin seeing some fundamental similarities — from principles to priorities to, at a very basic level, their common likes and dislikes. This begins to break down largely artificial barriers and start moving the conversation toward shared goals and how the real and/or perceived work style and personality differences among the participants can be integrated into a working framework where the whole is greater — which is to say, more productive — than the sum of its parts.

There’s a fine line between creative tension and genuine conflict and not all organizations have the capability, capacity, or objectivity to discern the difference.

Making intergenerational differences work for the organization

As Chicago Mayor Rahm Emmanuel once memorably said, “never let a crisis go to waste.” While there may be tensions and conflicts arising from intergenerational conflict, the differences can actually give rise to a more diverse, more representative, and better-prepared workforce. In other words, a multigenerational workforce, if tensions are handled in a timely and effective manner, can be a significant organizational strength. Consider the following:

·         Recruitment and retention: A multigenerational workforce improves your ability to attract and retain talented people of all ages.

·         More flexible teams: Teams made up of different generations have a broader array of tools to offer, from new technologies to solutions based on years of industry experience. Think of it as blending traditional, proven business methodologies with new technologies for everything from micro-targeted communications to analytics — offering customers a far broader range of service options and solutions.

·         It makes (business) sense: Multigenerational teams can maintain and expand market share because its members reflect a multigenerational market.

·         Better decisions: Decisions are stronger because they’re broad-based with multiple perspectives.

·         The team is more innovative and creative: “creative tensions” forge solutions that are stronger for having undergone intense, rigorous internal debate.

·         Increased diversity: The multigenerational team can meet the needs of a diverse public as they can relate more effectively.

·         Knowledge transfer: baby boomers have valuable experience, millennials are highly educated and have valuable skills. Promoting knowledge transfer is key to bridging the “divide,” though it’s hard to promote sharing when there’s lingering suspicion and unease between and among the generations. In order to lower the divide, organizations can promote both mentor programs where older employees can take younger colleagues under their wind and programs led by younger employees that demystify the technologies and tools they and their cohort use on an everyday basis. There’s a lot of practical, experiential “stuff” the generations can learn from each other, so long as the organization implements a framework that promotes these kinds of regular interactions.

While there may be tensions and conflicts arising from intergenerational conflict, the differences can actually give rise to a more diverse, more representative, and better-prepared workforce.

There’s a fine line between creative tension and genuine conflict and not all organizations have the capability, capacity, or objectivity to discern the difference. Serious personality and even legitimate professional differences can place your organization under tremendous strain, draining critical resources and energy. Stress can lead to conflict, conflict can lead to stress, creating a feedback loop that escalates tensions and day-to-day organizational dysfunction. If not caught early, conflict can spread and turn the workplace toxic. Outside mediation, when brought in at the right time, can lower the stress, move all parties toward more harmonious ground, and limit “collateral damage” — from an unfocused workforce to the loss of top leadership talent.

This year, the millennial generation is projected to surpass the outsized baby boomer generation as the nation’s largest living generation, according to the population projections released by the U.S. Census Bureau last month. Millennials are projected to number 75.3 million, surpassing the projected 74.9 million baby boomers (ages 51 to 69). The Gen X population (ages 35 to 50 in 2015) is projected to outnumber the baby boomers by 2028. Business leaders need to think more about how to exploit each generation’s natural characteristics, i.e., the millennial generation’s natural talent for social connectedness, technology, ambition, and creativity, as tomorrow’s most successful organizations will be those that are able to build harmonious cultures on the strength of their differences.

Want more HR best practices? See 4 Ways to Take Advantage of the Talent Ecosystem.

Did you like today’s post? If so you’ll love our frequent newsletter! Sign up here and receive The Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you!

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Visite nosso linkedin http://br.linkedin.com/pub/miguel-moyses-neto/28/971/9aa---Twitter: @mikenetIT onde VC poderá ver as principais agencias de noticias e os links das empresas & nomes mais famosos do mundo! ou simplesmente visite nosso blog :

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ow To Turn The Generational Divide Into A Winning Business Strategy

By Dr. Dani Kimlinger, Published on June 25, 2015

1

It may not be evident; it might be just beneath the surface. You may have seen glimpses of it…throw in some baby boomers and millennials in an enclosed space and you’re looking at a combustible mix of personal and professional differences and (mis)perceptions.

Close to twenty-five percent of HR professionals surveyed by the Society for Human Resource Management (SHRM) in 2011 reported some generational conflict in the workplace. The tensions seem all but inevitable, as millennials (those born between 1981 and 2000) and boomers have very different outlooks on work, life, and technology. Whether their perceptions of each other are accurate or not (many are actually not), forty-seven percent of younger workers complained that older managers were resistant to change and tended to micromanage. Meanwhile, roughly thirty-three percent of baby boomers polled complained that their millennial counterparts were too informal, entitled, entirely too dependent on technology, and lacked respect for authority.

Trends indicate that these conflicts will increase — particularly as baby boomers delay retirement and stay in the workforce, and millennials begin to take management positions where they manage significantly older, arguably more experienced co-workers (by 2016, millennials will account for nearly half of all employees worldwide). If not handled in a timely, discrete, and professional fashion, tensions can escalate, affecting not just the parties directly involved, but the entire workforce. This creates a charged, divisive environment as battle lines are drawn. Chronic unresolved conflicts — and the stress that results — is cited as a decisive factor in at least 50% percent of employee departures.

If not handled in a timely, discrete, and professional fashion, tensions can escalate, affecting not just the parties directly involved, but the entire workforce.

Mediating inter-company conflicts is always about moving all involved parties to more harmonious ground — or moving from conflict to cooperation. The tensions between millennials and baby boomers may seem inevitable and tractable, but as any conflict resolution expert will tell you, the first step is to bring grievances into the open, which begins to bring differences and, perhaps most importantly, misconceptions to the forefront. From there, it’s imperative that the organization — or an outside mediator — establish a framework that encourages open and productive discussion; rather than focus on conflict that arises from intergenerational differences, the focus ought to be on the benefits of cultivating a multigenerational workforce. As any Beatles fan would agree, the personality differences and artistic tensions between the principle songwriters — Lennon and McCartney — propelled their creativity and shaped their sound. In other words, conflict, if handled properly, can create previously unforeseen opportunities.

Turning conflict into creative cooperation

Elfego Gomez, an organizational training consultant in Colorado Springs conducts a workshop on generation gaps. He starts his sessions by asking participants questions such as: Are you comfortable calling superiors by their first names? Do you prefer chunky or smooth peanut butter? “I’m trying to get people to see if age really is the defining thing, or are we just different people,” Gomez, a 56-year-old baby boomer, said. “We have more similarities than differences. And that’s not determined solely by generation.”

This is not to deny the differences and tensions between and among different generations working together under the same roof. Gomez’s exercise helps participants to see beyond categories and preconceived notions, and, in effect, see each other in a new, often more revealing light. While some, maybe even many generational attitudes and behaviors might still apply, it becomes easier for people of different generations to begin seeing some fundamental similarities — from principles to priorities to, at a very basic level, their common likes and dislikes. This begins to break down largely artificial barriers and start moving the conversation toward shared goals and how the real and/or perceived work style and personality differences among the participants can be integrated into a working framework where the whole is greater — which is to say, more productive — than the sum of its parts.

There’s a fine line between creative tension and genuine conflict and not all organizations have the capability, capacity, or objectivity to discern the difference.

Making intergenerational differences work for the organization

As Chicago Mayor Rahm Emmanuel once memorably said, “never let a crisis go to waste.” While there may be tensions and conflicts arising from intergenerational conflict, the differences can actually give rise to a more diverse, more representative, and better-prepared workforce. In other words, a multigenerational workforce, if tensions are handled in a timely and effective manner, can be a significant organizational strength. Consider the following:

·         Recruitment and retention: A multigenerational workforce improves your ability to attract and retain talented people of all ages.

·         More flexible teams: Teams made up of different generations have a broader array of tools to offer, from new technologies to solutions based on years of industry experience. Think of it as blending traditional, proven business methodologies with new technologies for everything from micro-targeted communications to analytics — offering customers a far broader range of service options and solutions.

·         It makes (business) sense: Multigenerational teams can maintain and expand market share because its members reflect a multigenerational market.

·         Better decisions: Decisions are stronger because they’re broad-based with multiple perspectives.

·         The team is more innovative and creative: “creative tensions” forge solutions that are stronger for having undergone intense, rigorous internal debate.

·         Increased diversity: The multigenerational team can meet the needs of a diverse public as they can relate more effectively.

·         Knowledge transfer: baby boomers have valuable experience, millennials are highly educated and have valuable skills. Promoting knowledge transfer is key to bridging the “divide,” though it’s hard to promote sharing when there’s lingering suspicion and unease between and among the generations. In order to lower the divide, organizations can promote both mentor programs where older employees can take younger colleagues under their wind and programs led by younger employees that demystify the technologies and tools they and their cohort use on an everyday basis. There’s a lot of practical, experiential “stuff” the generations can learn from each other, so long as the organization implements a framework that promotes these kinds of regular interactions.

While there may be tensions and conflicts arising from intergenerational conflict, the differences can actually give rise to a more diverse, more representative, and better-prepared workforce.

There’s a fine line between creative tension and genuine conflict and not all organizations have the capability, capacity, or objectivity to discern the difference. Serious personality and even legitimate professional differences can place your organization under tremendous strain, draining critical resources and energy. Stress can lead to conflict, conflict can lead to stress, creating a feedback loop that escalates tensions and day-to-day organizational dysfunction. If not caught early, conflict can spread and turn the workplace toxic. Outside mediation, when brought in at the right time, can lower the stress, move all parties toward more harmonious ground, and limit “collateral damage” — from an unfocused workforce to the loss of top leadership talent.

This year, the millennial generation is projected to surpass the outsized baby boomer generation as the nation’s largest living generation, according to the population projections released by the U.S. Census Bureau last month. Millennials are projected to number 75.3 million, surpassing the projected 74.9 million baby boomers (ages 51 to 69). The Gen X population (ages 35 to 50 in 2015) is projected to outnumber the baby boomers by 2028. Business leaders need to think more about how to exploit each generation’s natural characteristics, i.e., the millennial generation’s natural talent for social connectedness, technology, ambition, and creativity, as tomorrow’s most successful organizations will be those that are able to build harmonious cultures on the strength of their differences.

Want more HR best practices? See 4 Ways to Take Advantage of the Talent Ecosystem.

Did you like today’s post? If so you’ll love our frequent newsletter! Sign up here and receive The Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you!

Recommended For You

Pesquisa, Divulgação: Miguel Moyses Neto  Se gostou desta matéria , divulgue para seus amigos.

Visite nosso linkedin http://br.linkedin.com/pub/miguel-moyses-neto/28/971/9aa---Twitter: @mikenetIT onde VC poderá ver as principais agencias de noticias e os links das empresas & nomes mais famosos do mundo! ou simplesmente visite nosso blog :

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future of business / virtual reality

How Will Businesses Change With Virtual Reality?

By Brendan Gower, Published on June 17, 2015

1

You are in the market for a new home, so you tour the house. You look up and down and inspect every inch of the place, assessing the dimensions to get an idea of whether that cabinet you have will fit in the corner. The house is in California, but you are currently in New York … and are looking at your smartphone.

Where you would have once looked through static 2-dimensional photos of the house online before traveling across the country to inspect the location in-person, virtual reality offers the possibility of viewing both real and artistically created locations in stereoscopic 3D. With virtual reality, you could view actual footage of the house in 3D from anywhere you can get an internet connection.

If you are not familiar with virtual reality, you can read Joerg Kaufmann’s blog post for a more detailed explanation, but essentially, it involves wearing some type of glasses or goggles that would visually block out the “real” world around you and replace it with 3D video and images. You are able to move your head around so that when you physically look up, you would see the virtual ceiling, and when you look down, you would see the virtual floor. This can also include audio, and with motion tracking or some type of controller, virtual reality can also allow you to interact with the virtual environment such as by walking around or picking up and manipulating objects.

At Google’s recent I/O conference, the company announced a new camera rig, called Jump, that could help make the house hunting scenario a reality. The Jump rig consists of 16 cameras arranged in a circle that can capture video and images in stereoscopic 3D that can be used to create a virtual reality. The cameras capture overlapping video, and then, Google’s computing power is used to stitch it all together to form a 3D video that will soon be supported for playback on YouTube.

Virtual reality is often considered more in terms of video games and similar artistically created environments, but with something like Jump, that virtual reality can be composed of actual images and video of the real world. That leads us to imagine some interesting uses for virtual reality.

 

GoPro 360 Camera Array for Google Jump

During the conference, Google showed a video demonstrating what it calls Expeditions, virtual reality field trips meant for the classroom that utilize Google’s inexpensive virtual reality device, Google Cardboard. Cardboard devices are literally cardboard boxes with a couple of lenses that you can slide a smartphone into to view 3D virtual reality. Expeditions aims to take students to faraway places that they would normally be unable to visit due to cost and other factors. If students are studying coral reefs in science class, Expeditions can be used to allow them to get an immersive 3D view of actual coral reefs that could be filmed with Jump.

 

Google Cardboard

Similarly, these concepts and technologies can be applied to other areas including marketing, organizational education and training, entertainment, and travel.

Much like our real estate example, imagine sitting in and even driving a car in virtual reality. You could visit an out-of-state college, tour a real theme park and maybe even sample a few rides, or walk down an aisle of a store and view real products in 3D before making a purchase. Simple 2D photos and textual product descriptions might seem archaic when you can manipulate a virtual, three-dimensional, photo-realistic version of a product before buying it.

Have you ever wanted to attend an in-person conference or trade show, such as SAP’s SAPPHIRE NOW, but could not fit the trip into your schedule? virtual reality could one day allow people to virtually attend a live conference in a more immersive way if camera rigs such as Jump are set up at the event and the technology is eventually able to stream video feeds in real-time (or at least near real-time). Attendees could feel like they are walking around a geographically distant convention center with other attendees who are physically attending the event, visit exhibitors’ booths and view them in 3D, and maybe even interact with booth representatives or other attendees via video chats. Meetings and events might never be the same.

Have you ever taken an e-learning as part of your job? They are a cost effective means of recording some type of training or educational lesson and publishing it for on-demand viewing by employees or “students” around the world. Now, imagine that you filmed some hands-on task using something like a Jump camera array. It would provide the learner with an immersive experience, a simulation that would allow the learner to get a feel for the environment in which he or she might perform the task. The learner could walk through the virtual world and examine what is happening from various angles. This could allow for a more accurate and clear demonstration of the task to be presented, thereby enhancing comprehension of the training (not to mention it might just be fun!). This could lead to more educationally-effective and cost-effective trainings, especially for physical tasks.

The concept of virtual reality has been around in the video game industry for several decades. These past efforts failed due to limitations of the technology at the time, but modern technology has made significant improvements since then. Virtual reality in the video game industry is currently making headlines thanks to more modern efforts by companies such as Oculus and Sony. Virtual reality can allow you to feel like a character within the video game world, moving through and interacting with imaginative, completely computer-generated environments.

However, imagine what a camera system such as Jump could mean for other entertainment media. You could soon experience a movie in first-person through virtual reality. As you follow the main character around, you could turn and look around to view the character’s surroundings in 3D and feel like you are in the movie. Forget about visiting the theater to view the latest film on the big screen. A screen about the size of your smartphone might soon offer the most immersive way to watch a 3D movie.

Virtual reality could also be meaningful to people with limited physical mobility as it would allow them to tour places they might not have otherwise been able to visit and do so by viewing actual video footage of real places. However, everyone might be interested in the ability of virtual reality to provide the realistic sights and sounds of faraway places. Combined with other sensory stimuli, such as a beach scent, light breeze, and some heat to simulate sunlight, virtual reality could allow you to create a fairly immersive, multi-sensory simulation of sitting on your favorite beach. While it would not be a real substitute, it might just be the next best thing.

Virtual reality presents a number of opportunities for more immersive marketing and sales, educational, entertainment, and travel (simulation) experiences. Systems such as Google Jump that combine a camera rig, computational power to assemble the videos, and a platform to host the completed virtual reality videos could make the creation and sharing of virtual reality content easier and more mainstream. Virtual reality has the potential to alter user interaction in a way that could affect many businesses, and it will certainly be interesting to see how virtual reality is eventually applied to these and other use cases in both the short-term and the more distant future.

What types of uses do you see for virtual reality? How do you think businesses will be changed by virtual reality? Please share your thoughts in the comments.

Pesquisa, Divulgação: Miguel Moyses Neto  Se gostou desta matéria , divulgue para seus amigos.

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Uma pequena informação, quando compartilhada pode percorrer um grande caminho, mas acaba sempre encontrando seu legitimo destinatário !!!

Como Superar Seus Maiores Medos

By Drew Hendricks, Published May 2015

“Nosso medo mais profundo não e porque somos inadequados. Nosso maior medo e que nos temos poderes além das medidas. E a nossa luz, e não a nossa sombra que mais nos amedronta. Nos perguntamos, “Quem sou eu para ser brilhante, talentoso, ou fabuloso? Na realidade, porque VC não pode ser o que quiser? VC e um dos filhos de Deus. VC ser “pequeno” não serve para o mundo. Não há nada de bom, se VC continuar a encolher, para que as pessoas ao seu redor se sintam inseguras. Nos fomos feitos para “brilhar” assim como as crianças fazem. Nascemos para manifestar a gloria de Deus que esta dentro de nos. Não somente em alguns de nos, mas em todos nos. Mas se deixarmos a nossa luz interna brilhar, estaremos dando permissão para os outros fazerem o mesmo. Assim que liberarmos de nossos próprios medos, nossa presença automaticamente libera o medo dos outros.”- Marianne Williamson

O Medo do Sucesso

VC raramente ouve as pessoas dizerem que estão com medo de serem bem sucedidas, mas isso e muito comum. A auto sabotagem, falta de auto estima, e o medo de se firmar em pe, leva muitas pessoas a ficarem paralisadas e sem condições de atingir o sucesso, o qual esta bem ao alcance delas. Como VC superaria este medo paralisante?

O medo e um estado mental, algo que pode deixa-lo incapaz de dar o passo adiante neste mundo, e que fecha as postas e te coloca pra baixo fisicamente, emocionalmente, mentalmente, e espiritualmente. Num artigo recente, que diz Largue Sua Tristeza, Escolha a Felicidade, Dr/Dra Donna oferece insights sobre os próprios problemas dele oferecendo as saídas mais fáceis.

E isso mesmo! Escolher ficar com medo e a saída mais fácil. Afinal, se eu escolher a auto sabotagem por não me justificar, acabo ficando anônimo, e ai não posso cometer um engano. Não posso ficar com vergonha perante meus colegas, e não tenho a experiência do fracasso e a perda dos meus negócios. E muito simples ter menos riscos.

Mas esta e a maneira mais simples de perder oportunidades. Isso o deixa mais confortável e oculto, mas também VC não conseguira nenhuma realização.

Um Passo De Cada Vez.

“Comece dando pequenos passos, falando com que nunca falou antes,” sugere John Rampton, da DUE. Ao longo do ultimo ano, Rampton superou seus medos por fazer coisas que ele não faria normalmente. Ele sugere, “Levante sua mao para responder uma pergunta que normalmente VC não responderia. Eventualmente, estes novos hábitos criam uma rotina e um senso de conforto, assim como uma confidencia. Assim como o tempo passa, VC ira começar a ver uma mudança na sua mente e a sua auto estima ira começar a aumentar.

Truques da Mente

Falar ao publico e um dos maiores medos que mantem as pessoas longe do sucesso. A chave para construir auto confiança e se acostumar a falar e usar estratégias para reduzir o stress.

Aqui estão alguns truques da PRINCETON PUBLIC SPEAKING :

1-  Faca uma leitura do quarto : Tente encontrar alguns membros da audiência antes. Chegue um pouco mais cedo e se anuncie. Se VC se apresentar pelo meio do dia, por exemplo, chegue um pouco antes da hora do break.

2-  “ Semeie sua audiência : peca alguns amigos que estejam na apresentação. Converse com os organizadores da conferencia quando VC chegar. Localize-os na multidão antes que VC esteja no palco, se possível. Identifique onde suas amizades estão sentadas, isso dará a VC algo para focar, se a ansiedade aumentar.

3-  Lembre-se, a audiência esta do seu lado: na maioria das situações a audiência esta torcendo para VC se sair bem, e não para VC cair no chão estatelado.

4-  Respirar : as técnicas da respiração ( as minhas favoritas são duas : 3 profundas respirações ate o estomago e respiração alternada das narinas) podem aliviar a ansiedade.

5-  Relaxe : Lembre-se, mudanças levam tempo. De um passo de cada vez, e pratique as técnicas de respiração que o ajudarão em quaisquer situações inconfortáveis com a sua mente calma. A implementação de um regime de trabalho dentro de sua rotina assim como uma alimentação saudável também poderão ajudar a ficar mais relaxado.

Fazer pequenas mudanças e tentar alguns truques com sua mente podem criar pequenos avanços e padrões e dar a VC a coragem para ir em frente.

 

BH 20.06 2015

 

Uma pequena informação, quando compartilhada pode percorrer um grande caminho, mas acaba sempre encontrando seu legitimo destinatário !!!

 

Pesquisa,Traducao & Divulgação: Miguel Moyses Neto  Se gostou desta matéria , divulgue para seus amigos  ou também pode visitar nosso linkedin http://br.linkedin.com/pub/miguel-moyses-neto/28/971/9aa---Twitter: @mikenetIT onde VC poderá ver as principais agencias de noticias e os links das empresas & nomes mais famosos do mundo! ou simplesmente visite nosso blog :

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A Experiencia & Perspectiva Dos Clientes : Os Algoritmos X As Pessoas

By Gregory Yankelovich, Published May 2015

Durante os últimos três meses, eu tenho visto um aumento significativo de matérias alertando sobre a destruição da forca de trabalho. Muitas delas vindo de pessoas muito respeitáveis e avançadas tecnologicamente, com destaque em Elon Musk, e Stephen Hawkings, expressando suas profundas preocupações sobre as implicações dos ultimos avanços tecnológicos da inteligência artificial. Estas preocupações variam de simples implicações sociais ate substituições de empregos através das automações, previamente supostas serem imunes, por ameaças a existência da espécie humana.

Mudancas no paradigma do emprego são as mais notáveis para a maioria das pessoas que operam em países economicamente desenvolvidos. O crescimento do empreendedorismo e da economia compartilhada ao custo de despesas permanentemente encolhendo os empregos em tempo integral nas manufaturas e setores de serviços são muito obvias nos USA. O retorno dos recursos previamente gerados no exterior os quais se traduzem em automações de empregos parciais ou subcontratações na medida que as cias sofrem aumento nos custos de empregos em tempo integral.

Aqueles que produzem e custeiam suas vidas através de conflitos entre as pessoas nos empregadores “demoníacos” como raízes das massas futuras do desemprego são os causadores de mais automações. Não e surpreendente, como eles usam a economia consistentemente para dilapidar o sistema da ciência politica, a Cinderela que ninguém podera promover uma agenda politica sem um vilao.

“A Tecnologia em primeiro lugar permitiu a terceirização. Agora as maquinas e os call centers podem ser usados para gerar enquetes e respostas para as duvidas de clientes, para que um operador simples possa lidar com vários clientes de uma vez. Enquanto isso o cliente nem sempre sabe que esta conversando com uma maquina.” Eu gostaria de destacar que hoje a economia esta grandemente levada pela experiência do consumidor, e a economia obtida por isso somente, não pode se sustentar.

Durante as ultimas três décadas, eu me envolvi no emprego, no desenvolvimento e na adequação e adoção de gerencias e soluções automatizadas. Eu nunca tive a experiência de adotar uma solução algorítmica que diminuísse o custo de oferecer a experiência para o cliente sem contudo improvisar e melhorar a implementação. Com certeza houve muitas implementações que sequer foram suficientes para atender a ambas posições, mas inevitavelmente estas foram abandonadas sobre pressões competitivas, mas inevitavelmente elas foram abandonadas sob condições competitivas e pressões no espaço de 2 ou 3 tentativas.

Eu nunca vou esquecer os avanços impressionantes em minha experiência como cliente dos serviços dos bancos com o advento da tecnologia ATM. As avaliações online elevaram as minhas expectativas ainda mais. Se estes esforços resolveram? Sera que estes esforços de automação conseguiram que os bancos tivessem mais lucros? Com certeza ! Teriam estes esforços sido bem sucedidos sem que os clientes os adotassem entusiasticamente? Eu penso que não.

A experiência de rodar com um Uber e uma melhora impressionante e dramática sobre a experiência tradicional nos taxis na maioria das vezes, mas algoritmicamente os veículos dirigidos estão cada vez  melhores. O custo desta mudança e uma devastação no emprego e na indústria dos transportes, a qual atualmente e responsável por 30% da forca de trabalho  nos USA.

Os algoritmos não são melhores do que as pessoas. No entanto, eles constantemente performam melhor do que muitas pessoas. O clientes consistentemente demandam mais experiências todas as vezes. Se a maioria dos caixas dos bancos estabeleceram experiências excepcionais para os clientes, a tecnologia ATM ainda não esta conseguindo substitui-los. Infelizmente, o impacto das nossas atitudes para a melhora nas performances não e considerada nesta equação de algoritmos versus o homem.

Nos usamos algoritmos auto explicativos otimizados pelas explorações, opiniões e sentimentos dos clientes e de seus comentários desestruturados ou criticas para nos ajudar a descobrir as necessidades dos clientes e sua diferenciações. Entretanto, em alguns produtos os clientes expressaram suas frustrações com a tecnologia porque ela não gera os requisitos de marketing automaticamente. Quando estes algoritmos chegam ao mercado, eles sinalizam o inicio do marketing e a despedida dos empregos. E eles irão chegar porque os produtos e o marketing dos funcionários demandam para si e porque seus clientes provavelmente irão ter uma experiência melhor com os produtos desenhados pelos algoritmos.

Enquanto as ultimas duas décadas trouxeram uma melhora substancial na qualidade dos algoritmos, eles também trouxeram um aumento considerável nos custos diretos e indiretos do trabalho. Enquanto isso, nos desenvolvemos expectativas infelizes que nos impediram de trazer o melhor que a humanidade tem a oferecer: a curiosidade, empatia, o pensamento original, e a criatividade para enriquecer nosso trabalho e nossas vidas para nos tornar indispensáveis. Nos humanos, precisamos trazer o jogo para nosso ambiente de trabalho, e faze-lo constantemente, para superar os algoritmos, se não quisermos que o emprego se torne uma coisa sem significância.

Para mais estratégias na maximização e experiência de clientes veja : 4 Maneiras Para Tornar As Experiencias o Coracao Dos Seus Negocios.

BH 14/06/2015

 Uma pequena informação, quando compartilhada pode percorrer um grande caminho, mas acaba sempre encontrando seu legitimo destinatário !!!

 

Pesquisa,Traducao & Divulgação: Miguel Moyses Neto  Se gostou desta matéria , divulgue para seus amigos  ou também pode visitar nosso linkedin http://br.linkedin.com/pub/miguel-moyses-neto/28/971/9aa---Twitter: @mikenetIT onde VC poderá ver as principais agencias de noticias e os links das empresas & nomes mais famosos do mundo! ou simplesmente visite nosso blog :

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