„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

Table 3 (continued). Structural Interventions That Encourage Mentoring
Intervention Alternative Methods Major Advantages Major Disadvantages
Modify
Performance
Management
Systems
1. Introduce performance
appraisal, MBO, and
developmental planning
processes if they do not
exist.
2. Offer educational programs
on the rationale and skills
required for each system.
Provides a forum for
mentoring activities,
including coaching,
counseling, role modeling,
and sponsorship.
Is likely to engender
considerable resistance,
particularly without
adequate skill training.
Changes attitudes and
enhances interpersonal
skills.
Will be viewed with
skepticism unless systems
are endorsed by senior
management.
3. Allow other than immediate
supervisors to provide
mentoring functions.
Voluntary participation
encourages positive
interaction.
May threaten immediate
supervisors.
Introduce a
Formal
Mentoring
Program
1. Set up pairs of colleagues
who are expected to build
relationships that provide
mentoring functions.
Ensures pairing and
mentoring as assigned.
People may feel coerced
and confused or anxious
about their
responsibilities;
destructive dynamics may
emerge.
2. Define a target populations
for whom formalized
relationships should be
established and provide a
process for identifying and
matching pairs.
3. Set up procedures for
monitoring the pairs and
providing feedback to the
organization.
4. Offer educational
opportunities to aid
members in participating
effectively in the program.
Increases the likelihood
that matches will work
because they are based
on similar values,
interests, and
interpersonal styles.
Those who are not
selected are likely to feel
deprived, resentful, and
increasingly pessimistic
about their futures.
Provides support the pairs
and a vehicle for ending
relationships that do no
work.
Evaluation can put people
in the program on the
defensive.
Changes attitudes and
builds requisite
interpersonal skills,
preparing people to initiate
and manage the new
relationships
Some volunteers may be
ill suited for their new
responsibilities.
Modifying the Reward System
The reward system has tremendous impact on behavior because pay and promotion
issues are so important to people (Beer, 1980; Lawler, 1977). In most organizations, this
system is designed to reward performance and potential related to bottom-line results.
There are several ways in which a reward system can be modified to encourage
relationship-building activities. Decisions about pay increases and promotion can be
based not only on financial results but also on how well people develop subordinates
and how well they build relationships with colleagues. Feedback from peers and
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 259