| 1. Consequences For Whom? | | | | them such a valuable employee "going up in smoke". |
| Like beauty, consequences are in the eye of the | | | | 4. Perspective and Consequences |
| beholder. A project engineer sees the conclusion of a | | | | As a manager you and your employees have |
| big civil project as a major achievement and the | | | | different views of the world of work. Anticipating |
| opportunity for a large cash bonus. For a tradesman it | | | | positive management consequences is part of your |
| carries the prospect of unemployment. When making | | | | job. But anticipating employee reactions, both positive |
| charges, make sure you build in positive consequences | | | | and negative, is part of your job too. |
| for your staff. | | | | 5. Unforseen Consequences |
| 2. Peer Pressure | | | | It's impossible to anticipate every conceivable |
| As a manager you may have lots of formal power. | | | | consequence of every initiative, change or |
| But informal power is important too. Most employees | | | | improvement. That's no reason to blunder ahead, blind |
| are very conscious of how their peers think. The | | | | to the reactions you're creating. Be prepared for the |
| prospect of derision and disapproval by peers can | | | | consequences your actions are likely to create. When |
| influence their behaviour in ways quite unfamiliar to you. | | | | the unforeseen occurs, you'll be able to concentrate on |
| Encouraging staff to do work or take "opportunities" | | | | handling it. |
| that may isolate them from their peers is a | | | | Conclusion |
| consequence you need to consider carefully. | | | | Preparing to handle consequences positively is part of |
| 3. Threat And Opportunity | | | | the planning process. Always try to create benefits for |
| Your new operating system reduces errors, saves | | | | employees who are involved in charge and |
| time, cuts tedious clerical work and co-ordinates | | | | performance improvements. But remember, their |
| information from various sources. It's a wonderful | | | | perspective is different to yours. |
| improvement. The conscientious, loyal, senior clerical | | | | Considering consequences carefully will make your |
| employee with 25 years service may see it as a | | | | management job a lot easier. Ignoring consequences |
| threat. They may see all the skills that have made | | | | or failing to recognize them will be a rod for your back. |