Remake of management duels

Remake of management duels

The concept of “remake” has firmly entered our everyday life. I’ll be on trend and say that the most famous remake this month is Dune, because the first film is from 1984.

But let’s not avoid the question, the article was called a remake, because in 2014 there was already an article about managerial fights – https://habr.com/ua/companies/yandex/articles/219013/.

And yes, I believe that many people, especially in the field of IT, need to learn to express their thoughts correctly, managers (especially in IT) to motivate employees, and somewhere to firmly and firmly defend their interests and the interests of theirs (employees) to come to “win- win” with business, to clarify, convey and argue one’s position. But how to develop these skills?

It’s been 10 years and I think it’s possible to “make a remake”.

So, technologies and approaches have not changed in 10 years, namely:

1) The technology of management duels is the technology of Volodymyr Kostyantynovich Tarasov. You have probably heard about his books: “the art of management struggle”, “life technology: a book for heroes”, “Russian lessons of Japanese koans” or others. He is also the founder and head of the Tallinn School of Managers.

2) The Federation of Management Struggle (FUB) operates in Russia. Based on the fact that it is better to see once than to hear a hundred times – visit the website https://poedinki.ru/. On this site you will find information about tournaments, players, clubs and affiliates, training and much more. FUB is constantly developing and introducing modern technologies and processes into its activities (even the FUB site has a separate product owner, and all players have FUB_ID). Example. On March 23-24, the most interesting tournament “Challenge Cup” will be held. “Challenge Cup” is a common stable name for athletic and intellectual competitions where lower ranked players challenge stronger players.

3) There was, is and will be a sports component of management matches. As you progress, ranks (3, 2, 1), candidate and master of sports titles are awarded.

A little about what duels are, and then to the main question “why”.

There are two types of fights.

The first type is a quick management duel (aka BUB, it’s an express). This match is held standing, face to face, is a short situation with an opening offer. The match begins with the first player reading this opening sentence, the second player’s answer (aka “chop”) and further development of the conflict. Just a minute, then the players change. Example:

Oleg and Serhiy are business partners. Recently, they have a strained relationship.
Oleg writes a letter to Sergey discussing work issues. At the next meeting
on the glider in the office, Oleg is interested in Serhiy’s opinion on the essence of the letter. For what
Serhiy receives an ambiguous answer:
– It’s a shame to make so many mistakes…

After two minutes of clean time, the wonderful five judges decide which of the players they would send to negotiations.

The second type is a classic management duel (aka KUB).

Differences from BUB (but you now know what it is):

1) The situation is already much more complicated, with the variability of roles.

2) There are 9 judges and they are divided into panels of 3 people.

3) 5 minutes of clean time for each player.

4) The players have their “colleagues” – seconds, who can take a time-out and announce protests.

There are many nuances here. I believe that it is important to discuss the composition of the collegiums.

Three judges – “who are hired for work”, three judges – “who send for negotiations”, three judges – “who entrust property”. If you think about it, it’s like at work, what role do you play? If you are shy, pleasant, who does not refuse bonuses to managers, then most likely 3 votes are “hired” for your work, but the “owners” will not be so satisfied with you.

Example situation:

Head of the department and his subordinate Specialist could not “work” for a long time. At the same time, the position of head of the department where the Specialist worked was vacant. Misunderstandings often arose between them, quarrels broke out, the head of the department often resorted to shouting.

As a result, the Head of the department gave Fakhivts an ultimatum: “either you resign of your own accord, or you will be removed from the company, but you will not work here.” The specialist started looking for a new job and soon received an offer from a new employer. At this time, the department in which the Specialist worked, for protection General Director a new head of department was accepted to work in the company.

The specialist turned to the department head with a resignation letter. The head of the department was categorically against the dismissal of a valuable, competent employee, but, knowing about the difficult relationship between the employee and the head of the department, turned to the general director for help. The General Director assured the Employee that if he stays, he will receive all instructions only from the Head of the Department, and the possible negative influence of the Head of the Department will be “minimized.”

The employee remained working in the department. A few more months passed. The head of the department was promoted, the position of the head of the department became vacant again. The buffer between the Employee and the Head of the Department disappeared, and the problems of their relationship escalated again.

Roles and interests:

Specialist — defend the possibility of independent decision-making on work issues, rely on the help of the General Director in resolving possible conflicts with the Head of the Department.

Head of the department — to survive the recalcitrant Specialist, or at least to put him under your complete control, to achieve control.

CEO – Resolve conflict between employees, maintain team management, define rules of joint work that are understandable for subordinates.

What has changed in 10 years in tournaments? That’s right, they also switched to an online format. As in any other matter, this law of the universe has its pros and cons. But the fact remains, now it is possible to participate in a large number of tournaments with smaller financial investments. Similarly, for training in different clubs. I remind you that you can find out about them either from me or on the FUB website.

And finally “why”?

As for the “combat” part, then managerial duels can be considered as a simulator, let’s call it managerial makiwara.
You have a chance to adjust the principles of your communication, conveying information, remove from your tools those things that catch your eye and do not lead to anything. In what way? through the feedback of judges, partners, coaches.

Whether you like it or not, you will also have to hear a lot of theory: book recommendations, professional terms from various fields, your standard actions through the prism of established concepts, such terms as “getting close to a deer”, “hitting empty” will become familiar to you, etc. . building

And, finally, the “party”. Any subculture is communication, broadening your horizons, entering areas that you have not been to before and did not even know about. There are a lot of interesting and wonderful people in management matches.

And instead of ending, I have only an appeal: be open to everything new, study the site, videos of matches, and if it evokes sympathy and feedback, come to training.

PS they recently held a trial match using Tarasov’s technology among the finalists of the “Leaders of Russia” contest, but that’s a completely different story 🙂

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