A few days ago I was surfing social sites, my attention was grabbed by one post and that post was: “Cockroach Theory By Sundar Pichai (CEO Google)”, the article was beautifully presented.The article was focused on two females, the waiter, and cockroach and behavior of females and waiter towards cockroach.
The reaction is immediate behavior that you show facing the situation before understanding the situation. Shouting, screaming, crying, may show the reaction panicking and so on. I will make you clear what reaction is by taking the source of Cockroach Theory By Sundar Pichai. One female with her group was having coffee at the restaurant all of the certain one cockroach flew from somewhere and sat on the lady.She started jumping and screaming and moving her both hands try to get rid of the cockroach she finally manages to move cockroach from her, but unfortunately, the cockroach landed to another lady and same drama was repeated.
The respond is the behavior that we show after understanding and observing the situation. The responding process starts after observing the situation and acting accordingly. I will again like to make you clear what respond is by taking the source of Cockroach Theory By Sundar Pichai. In reaction part, we came to know the reaction of the two female, the Second female was also continuing the drama and waiter rush to help the female but the cockroach landed on the waiter, the waiter first observed the movement of the cockroach and when he was confident he threw the cockroach away from the restaurant.
3.Business culture: How is “reaction” different from “response?”
“Reaction” tends to be quicker. It can almost make the recipient feel on the defensive. “Response” tends to be thoughtful and contain reasoning. Here’s a good primer. “Reaction” is more instinctual and tied to our “reptilian” brain; “response” is a bit more evolved and tied to our developed brain.
If your boss chooses “reaction,” you get an e-mail 12 seconds later claiming that the first two sentences aren’t in the right format.
If your boss chooses “response,” he/she waits to look at anything until there’s proper time to evaluate it, evaluates it, and comes back to you with ideas and context on where the project stands.
4.Business culture: There must be both reaction and response
I’m not arguing that a workplace should be all response. That’s impossible. It would also probably make your workplace seem like erudite bullshit where stuff isn’t really moving; there’s too much thoughtful back-and-forth. Honestly, you’d probably quit a job like that simply because you’d be so confused about what’s happening day-to-day.
Some situations require reaction — and this cuts both ways. A “good” reaction situation might be quickly resolving a customer issue. That’s good for business and logical. The problem with a lot of business culture is that “reaction” is the de facto state for many managers. It’s all one-thing-to-the-next and everything-is-an-urgent-crisis bullshit. We’ve all had bosses like this. There are about a dozen types.
5.Why is too much reaction bad for business culture?
People mostly get burnt out on bosses and pointless tasks — and/or no opportunity for salary escalation. These reaction-driven bosses tend to be big on “sense of urgency.” Every project is major and must be done immediately — but it also has to be perfect. That’s a lot of demands on a human being, especially when they hit 400 of these urgent goals in a year and get a 0.7% raise. Their boss tells ’em, “Well, we just don’t have the resources this year. Next year!” A few days later, they see their boss pull out of the garage. New Mercedes. We’ve all known situations like this.
6.Business culture: Can managers get better at response?
Some can, obviously. Not all. Most of it would come from internal self-awareness. In short:
- You gotta understand management isn’t intuitive: What got you there doesn’t help you once you’re there.
- Management is much more about managing energy, and not as much about managing performance.
Here’s the set up: once you move past 2–3 employees, the law of averages is not on your side. If you have 10 employees, there’s a good chance that, at some point in the day, someone will screw something up. If you have 20, there’s a bigger chance. What if you have 10,000? 75,000? There’s a chance something is being screwed up at every second.
You’ve got two choices in this situation: “reaction” — hair-on-fire screeching about everything — or “response,” where you realize problems will happen and you deal with things thoughtfully as they arise.
Point is: the problems will be there. Your business culture is defined by how your front-line managers respond to ‘em.