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Emerald Article: Mutual common interest: a key to sustainable social and organizational performance improvement David Robinson
Article information:
To cite this document: David Robinson, (2012),"Mutual common interest: a key to sustainable social and organizational performance improvement", Development and Learning in Organizations, Vol. 26 Iss: 2 pp. 4 - 6 Permanent link to this document: http://dx.doi.org/10.1108/14777281211201150 Downloaded on: 10-10-2012 References: This document contains references to 2 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 331 times since 2012. *
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Viewpoint
Mutual common interest: a key to sustainable social and organizational performance improvement
David Robinson
hat could I do to get people to go the extra mile? This is the recurring question for many managers, but often a mere extra yard could generate much greater benet than the effort required. How? Through using the focused power of mutual common interest, coupled with effective diffusion of management skills to lower levels. What do I mean by this?
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VOL. 26 NO. 2 2012, pp. 4-6, Q Emerald Group Publishing Limited, ISSN 1477-7282
DOI 10.1108/14777281211201150
practice comprehensive corporate social responsibility (CSR) with equally strong focus within organizations as well as in the market. The core idea of CSR is actually one of empathetic understanding between all stakeholders market, corporate and individual and, above all, positive engagement. In my view, however, a more accurate description in plain English would be mutual common interest (MCI). It is a fundamentally signicant nuance in facing the new reality, and an approach worthy of wide adoption and implementation. Winning cooperation through wide participation does not, however, mean accepting constraints of the lowest common denominator, it means the reverse raising the bar for all through perceptive strong leadership. Better performance is not an impossible dream when the road to the new reality is seen as a matter of denition and pursuit of MCI, and, not least, such a consequence redounds to the credit and reputation of an organization and its management. Many companies and organizations who adopt this approach can testify to its effectiveness. The John Lewis Partnership in the UK is one example of MCI in practice. Some claim that their decision making is cumbersome, but this is a matter of management style. The partnerships repeatedly excellent results over the long term, achieved with comprehensive participation of a happy staff, transcend theory and speak volumes.
The core principle of understanding the importance of the issue of purpose transcends all styles of management, and is fundamental to success.
self-made individuals from unprivileged backgrounds who achieve considerable success. It is a fact that, in some contexts, good learning in the practice, aims, and ethics of management acts as a signicant spur to interest and incentive for individuals with natural ability, but limited formal education.
Conclusions
Focus on the wide concept of MCI within any organization is a positive spur to performance, especially when adding the diffusion of management education and training. This may not be a comprehensive solution in the advance from social deprivation to economically and socially sound communities, but positive and swift results can be achieved. Adoption of these concepts requires no signicant change, only foresight, determination and action within an existing organization. A signicant added benet is that the commitment to MCI, and a consequently better performing work-force, where initiative and enterprise have been encouraged, also becomes a factor in promoting investment in long-term projects; by governments, international agencies and, above all, businesses. Successful programs to promote MCI need only be modest in scope, but to be undertaken with persistence and determination. Prospects of steady employment, and advancement for those with ability, supports social stability and in poorer societies, presents a clear counter to negative elements of any kind, whose pool of recruits among those with neither prospects nor hope can be signicantly reduced.
References
Demirguc-Kunt, A., Ayagari, M. and Maksimovic, V. (2011), SME contribution to employment, World Bank Research, available at: http://econ.worldbank.org/WBSITE/EXTERNAL/EXTDEC/EXTRESEARCH/ 0,contentMDK:22950203 , pagePK:64214825 , piPK:64214943 , theSitePK:469382,00.html World Economic Forum (2011), Shared norms for the new reality, World Economic Forum Annual Meeting, January, Davos.