Monthly Archives: August 2016

Management – Insulation and Shade

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It’s interesting that on a hot day we can go and stand under a shady tree and feel cooler. But on a cold day, there is no equivalent in nature.

Sketch7013522Perhaps it is because heat is an addition of energy and cold is the absence of energy. When we stand in the shade, the light/heat from the sun is reduced – but without a heat source – out in the cold – we need to find one (often it is our own bodies and some thermal insulation to keep the heat trapped).

We can use this as an analogy about management in the workplace.

When we are trying out new ideas, we often refer to our managers and senior stakeholders as ‘providing cover’ for us. Meaning that they will deflect disruptive questions or even take the ‘heat’ if someone gets upset about what we are doing.

It’s easy to see the managers in this example as similar to trees providing shade – but what might the source of heat be? Perhaps it is the amount of attention we are drawing from others – or the amount of interactions we need to have in order to take our ideas forward.

So where a lot of collaboration is needed, it is like a hot environment and we are likely to need a source of cover (shade) to help us do a good job.

What might be the equivalent of a cold environment? Sometimes we can tinker away at an idea pretty much alone. The problem with this is that not many people will see us doing it – and we risk being overlooked for our good efforts. In this case, we can provide our own ‘warmth’ – ‘blow our own trumpet’ about our work. Perhaps our managers and senior stakeholders can act like insulation – amplifying the warmth that we generate – and telling the good news about our work to others. If we don’t generate enough warmth ourselves, then one risk with insulation is that it could also prevent any news about our work being shared.

So what type of managers/stakeholders do you need? And what type do you have?

  • Flying cover – or not?
  • Amplifying your good work – or acting as a barrier to communications about our work?

It would be easy for a manager to start out by providing cover – which is great if there is a lot of ‘heat’ and collaboration needed. But if our work focus suddenly changes to individual achievements, this mode of management could easily become suffocating.

In summary – make deliberate choices about management providing cover and check the situation regularly to determine if a change of mode is needed.

Management, thermodynamics and the weather.

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So what has management got to do with thermodynamics and the weather, well the different styles of management can be grouped into two very broad categories and three styles : Radiant management and Ambient and/or Convection management.

Thermodynamics is a stream of science concerned with heat and temperature and their relation to energy and work.

Radiant management; follows a similar definition as radiant heating and has similar benefits and disadvantages. Radiant heating is characterised by the use of radiant energy to heat, like the warmth of sunshine. Radiant heating is the method of collection and directing radiant heat to transfer radiant energy, from a source to an object. The advantage of radiant heating is that only the objects in the direct path of the radiant energy are warmed up. This means there is no waste of energy, warming up the ambient environment. This form of heating and management is highly efficient but also highly directional and dependant upon a clear line of sight.

Convection management; follows a similar definition as convection heating and has similar benefits and disadvantages. Convection heating is characterised by the use of convection currents which circulate through a body coming in contact with a heating element. The air coming in contact with the heat source becomes energised and expands, increasing in volume and becoming more buoyant and rising. The heat source, heats the ambient air directly, convection heaters often include a heat exchange mechanism, to increase efficiency. Convection heating is typically a passive and slow process, where heat gradually moves from the hottest object to the coolest. An oil column heater is an example of this slow convection heating.

The common fan heater has more in common with a convection heater than a radiant heater.

Ambient management; shares a lot of components with convection management, the result is that the whole increases in effectiveness. The convection currents and stratification that results from convection heating gradually increase the whole. To use heating as an example the heater in the room will eventually warm the entire space but gives rise to a temperature gradient and zones in the process. This heating process if left unaided will be both slow and gradual. The heating effect is dependant upon proximity to the source resulting in stratification and gradients. The only way to reduce the stratification and proximity effects is to actively “stir” the environment. This effort is required to reach a stable and constant state.

The ambient warm air, tends to accumulate at the ceiling unless mixed with ceiling fans.

Just like the heating examples above there is overlap between each method, radiant, convection and ambient. Convection heaters often utilise radiant heating methods to improve efficiency and no radiant heater is 100% solely radiant. Even an infra red lamp, one of the purest forms of radiant heaters we have, affects the ambient environment and causes convection currents unless in a vacuum.

I propose that we often are not aware of which style of management or blend of management styles is appropriate for any given situation.

In an environment where there is a disconnect, or disjointed structure then a form of radiant management would make the most sense. Radiant management is also the best method where there is high staff churn and highly fluid and dynamic structure. This is often what occurs even if we are not consciously aware of it. The charismatic leader will often evolve in a fluid and dynamic environment and others will often gladly align with them. In chaos stability is sought either in the structure or leadership.

Convection management is what occurs naturally, lead by example. When there is a radiant management style there is a proximity effect where those who interact with this type of management gradually by “osmosis” begin to modify their behaviours. This is where we should be aware of what we as managers are broadcasting. Hopefully our better traits are being broadcast but there is also a possibility, bad habits or negativity maybe passively transmitted. These convection currents must be taken into consideration and acknowledged if we are to reduce and prevent negative management.

Ambient management is what we end up with if left to our own devices. It is the “cultural” methodology which surrounds the work place when the boss is not active and/or around. This is the realm of very slow and gradual change but can be aided with the correct tools and processes. The idea is that just like in our heating example if a gradual “mixing” of the environment is allowed then the result is a comfortable rise in temperature with no stratification or proximity effects.

Positive ambient or convection management is often the result of a well structured and defined environment. Established processes and confidence in predictable outcomes are all the result of positive ambient or convection management. This leads a sense of freedom, security and safety, to allow flexibility and exploration.