Chapter 11: Part 4 – From Left to Right

Therefore, in the talent cultivation system of “The Right-Brained Organization,” we use another method: “capacity building.” The concept of “capacity building” originated from the last century and gradually gained widespread use this century with the promotion of some international organizations and government agencies. The United Nations is one of the main promoters of the “capacity building” concept. According to these international organizations’ views, ability is not exactly the same at different levels. What is more relevant to enterprises are organizational capabilities and individual capabilities.

According to the definition of the United Nations Development Programme (UNDP): “Globally, capacity refers to the ability of individuals and institutions to make and implement decisions and perform functions effectively efficiently and sustainably. At the individual level capacity building refers to changing attitudes and behaviors – imparting knowledge and developing skills while maximizing participation knowledge exchange and ownership benefits. At the institutional level it focuses on overall organizational performance and operational capabilities as well as organizational adaptability to change. At the systemic level it emphasizes the overall policy framework in which individuals and organizations operate and interact with their external environment.”

Training focuses on classroom learning; “competency models” focus on evaluation matching; while “capacity building” emphasizes the entire process of capacity formation and development. Its scope is much broader than training or “competency models.” The purpose of “capacity building” is to promote individual or organizational business capacity improvement. This is a problem that needs to be thought about from a systemic perspective; it involves different groups including individuals organizations and society; it emphasizes a sustainable internal change process that will continue to develop and improve over time.

Especially in “The Right-Brained Organization,” our focus on capacity building is on “right-brain abilities.” Unlike “left-brain abilities,” many “right-brain abilities” must be truly mastered through repeated training and further sublimated into professional right-brain thinking which we mentioned earlier as “sensual right-brain thinking.” Therefore in “The Right-Brained Organization,” we need to transform our original talent training system into a new “empowerment” structure system; this is fundamental to capacity building.

The Right-Brained Organization attaches great importance to capacity building which actually reflects our different concepts from traditional enterprises; in traditional enterprises funds and assets can be quantified; they are manageable assets; while employee abilities are invisible; they do not belong to manageable resources; left-brained organizations like managing quantifiable human resources; so some data-focused companies; their employees work from 9 am to 9 pm six days a week which is called 996; 996 was once standard equipment for many left-brained organizations even blessings; I think you will agree that this is terrible; 996 reflects the extreme involution of many large companies but it actually shows that companies lack innovation because they can’t make money so they have to lower labor costs; either they don’t create value or they can’t identify the value created.

Therefore The Right-Brained Organization values employee capacity building not with data but with stories; just as Nadella tells employees his growth story about learning empathy employees will also feedback one self-growth story after another; behind this essence It’s actually a kind of innovative leadership.

Innovation requires innovative leadership which is precisely the essence of The Right-Brained Organization.

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