Alekhina Oksana Evgenievna

The article discusses issues relevant to commercial and government organizations regarding the development of self-governance within a company. The article presents the findings of a quick survey on the benefits and drawbacks of self-governance, which indicate that enhancing employee autonomy, eliminating bureaucracy, fostering horizontal communication, and being transparent all improve employee motivation, engagement, and realization of employee’s potential. The quick survey was completed by fifty-nine individuals, including employees and company founders from seventeen Russian companies of different sizes and industries. The main benefits of self-governance, according to respondents, are greater employee awareness, engagement, and responsibility (52 %); numerous chances for both professional and personal growth (27.5 %); and greater commitment among employees and a sense of responsibility for the entire organization due to the opportunity to influence decisions (17%). The primary drawback of self-governance, according to respondents, is the slowdown (and occasionally worsening) in decision-making brought on by the numerous discussions and approvals (27 % of responses).

The article highlights the current issues for commercial and public sector organizations in assessing and discovering employees' potential. The authors propose an expanded view of employee's potential by shifting the focus to the fact that a staff member can learn quickly and effectively, renewing their knowledge and competencies as well as revealing abilities unused in current occupations for different reasons.The article discusses new possibilities for developing the employee's potential by increasing their behavioral and social flexibility and raising their general level of awareness,education,and culture.Among the methods proposed, the development of mental models and the use of eurythmy practices are of particular interest.The authors recommend specific trainings in companies and organizations to transform the Fixed mindset into a Growth mindset, as well as dedicated classes that use the business eurythmy practice.The study reveals approaches and instruments promoting the development of employee potential, as well as examples from the experience of Russian and international organizations.

The article discusses the method for team interactions aimed at improving the efficiency of communication and developing a common balanced position. The basis of the method is employee interactions which reveals the potential of all team members through specific mental practices. The team result of this method exceeds the result that can be achieved through consensus-building techniques. Among the possible areas where this method can be applied are teams in commercial organizations and the public service. Teams, using creative functions in their work, engaged in the development of projects related to the development and promotion of a new product or the development of a new business model, the formation of a comprehensive development plan for the region, face different opinions, sometimes even conflicting points of view and ideas. As a result, when discussing a project, these points of view often clash. How can we organize interactions in such a way as to quickly come to the most effective solution to the problem, with the full consent of each team member? In this article, the authors tried to answer this question and proposed a method for forming effective interaction between team members in solving creative problems.

Explicit and implicit knowledge as factors of competitiveness of organizations is considered in the article. It is concluded that in recent years, under the influence of accelerating the exchange of information, implicit knowledge becomes a relatively more significant factor of competitiveness. Among this implicit knowledge are individual skills and competence of teamwork, corporate culture. Competitiveness of an organization means achieving superiority over other organizations, while the results of its activities are better than those of competitors. A distinctive feature of implicit knowledge is that it cannot be transferred on any medium, it cannot be codified, and it is not transmitted in the form of information. It is formed in the process of obtaining personal and collective experience and is shared with the help of relatively long training and education. Its use makes it possible to create long-term sustainable competitive advantages that are difficult and sometimes impossible to transfer to another organization.