Introduction
Synergize is the sixth habit of highly productive people, as suggested by Covey. It is the practice of creative collaboration through teamwork, being open-minded, and taking the risk of solving challenges in novel ways. The idea operates on the fact that two heads are better than one. In physics, it is used to explain how new cooperative structures might emerge in systems with nonlinear dynamics. In contrast, biology explains how certain biological elements or compounds interact to have a combined effect. In business, it is where people or businesses pool their resources and work to produce more output, efficiency, and productivity.
Reasons for Choosing the Habit
The concept of synergizing was chosen because of its numerous advantages in promoting teamwork and increasing productivity and efficiency. Synergy makes focusing simple by giving two different participants a platform to think jointly and more intensely toward the same goal (Kimmel, 2021). It also promotes trust by fostering a cooperative environment where both sides can work together. Synergizing promotes diversity by bringing people from different geographies together. It also creates a secure environment where individuals can freely express their thoughts without worrying about rejection. Lastly, it permits numerous great minds to contribute their opinions on the difficulties, making it relatively simple to obtain the optimal answer.
Literature Review
Various authors have identified the areas of application of synergy and explained the importance of synergy. A thorough analysis of academic and practical knowledge is the basis for forming a fundamental understanding of synergy, its evolution, and its contemporary function in society. Synergy is significant as a developing component in the cooperation framework. It can set itself apart from the competition and develop a unique strategy via a particular strategy that will offer a new additional value for outward interaction aspects of a collaborative environment (Covey & Covey, 2020). In addition, determining the control unit is essential for the success of strategic management and the production of synergy effects inside the cooperative grouping.
Generally, a synergy state arises when two tasks are accomplished with a single action. The time saved that would be needed to do each work independently is the value produced by the combination. I have more time for myself if I do laundry while listening to a talk show than if I do each task separately. When specific components are kept apart, synergy can produce a measurable effect or output and something novel or distinctive that was not possible before. Synergy is an excellent approach to practice in daily life that enables one to do and be more than one might otherwise.
The prevalent belief that cooperation offers distinct benefits over people working alone is shown in the frequent use of groups and teams in businesses. These anticipated benefits comprise improvements in data processing, such as increased creativity and the ability to see things from many angles, decision-making accuracy, problem-solving quality, and much more. Additionally, competitiveness among team members, encouragement and support from teammates, and social conscience for the group are predicted to have a positive impact on motivation (Carter et al., 2020). Lastly, team learning and mutual supplementing processes can lead to process gains. These benefits are frequently referred to as process gains or “synergy” in teams.
Holmstrom & Anderson (2021) conceptualizes the realization of synergies following acquisitions in contact with other businesses in a corporate network and that synergy can result from intentional and unintentional activities. If one adds a business network viewpoint to the term, they conceptualize synergy to encompass interactions with other businesses. The discussion of synergy as a performance concept in strategy is centered on the businesses taking part in the merger or acquisition. People must acknowledge that, for instance, clients and suppliers to the merging companies may be impacted by their expansion to the corporate network. The prevalent belief that cooperation offers distinct benefits over people working alone is shown in the frequent use of groups and teams in businesses.
Applying synergy to interpersonal interactions means investigating how different individuals would coordinate if they were one. The idea describes how components work together and adjust for one another to produce a specific collective behavior. An excellent interpersonal synergy is easily recognizable immediately after one experiences it. Interpersonal synergy can be compared to being a good team, a theatrical group with acting skills, or a successful partnership in parenthood.
Conclusion
Synergize is the practice of productive collaboration, which involves working in a team, being open-minded, and taking the risk of solving challenges in novel ways. Synergy can describe collaborative effects across various disciplines, such as physics, biology, and business studies. Synergizing was chosen because it promotes teamwork and increases productivity and efficiency. Some advantages include enabling focus, trust, diversity, and a secure environment. A thorough analysis of academic and practical knowledge is the basis for forming a fundamental understanding of synergy. The discussion of synergy as a performance concept in strategy is centered on the businesses taking part in the merger or acquisition.
References
Carter, C. R., Kaufmann, L., & Ketchen, D. J. (2020). Expect the unexpected: Toward a theory of the unintended consequences of sustainable supply chain management. International Journal of Operations & Production Management.
Covey, S. R., & Covey, S. (2020). The 7 habits of highly effective people. Simon & Schuster.
Holtström, J., & Anderson, H. (2021). Exploring and extending the synergy concept–a study of three acquisitions. Journal of business & industrial marketing.
Kimmel, M. (2021). The micro-genesis of interpersonal synergy. Insights from improvised dance duets. Ecological Psychology, 33(2), 106–145.