Social. Goals. Two concepts that we’re not used to bundling. Like combining lobster and mashed potatoes. “Social” sounds friendly and positive while “Goals” are square, constraining and pressing. But I think it’s time to rethink.
For years now, we have tried to convince people to break out of the email bog, to stop withholding hinted-at knowledge (since they believe it gives power), to quit hoarding information instead of releasing it and to dare to both ask and help colleagues they might not know already. The greater portion of the population we manage to see the light, the harder the resistance from those who remain. Quite naturally, of course. You advance where the resistance is the weakest.
Why care? you might say. Because the benefits to all of people working transparently, sharing and helping increase with the proportion of employees who are on board while, at the same time, having a major portion of employees sticking to their old habits, restrains the rest of us and force us to manage both the old and the new, all the time.
So which arguments do we get back from the opposition? Usually a version of “I don’t see the point to invest the time in learning new tools and to change my habits just to play around with this social stuff. I have work to do.” The key I see in this statement is in the italics at the end: For them, social isn’t work. It’s not even another (never mind better) way to get work done. It’s just frosting on the cake. Social isn’t work. Which brings me to the headline. If we are to get these late adopters to change their ways, we have to make working openly an integrated part of their work. And, for many of us, a major part of the definition of our work is in the goals we are told to work towards.
So, adding a social, collaborative or knowledge sharing dimension to the definition of personal and departmental goals, will lead to a change in the definition of the work that should be done.