Conspiritorial LO teams LO7270 ("")
Tue, 7 May 1996 12:15:41 +0000

Replying to LO7225 --

On Mon, 6 May 1996 16:17 Gene Bellinger wrote -

> irt: (Archie Kregear), Mon, May 6, 1996 12:10 AM
> I am troubled by what may be a side effect of the initiatives Archie has
> indicated people take to get the job done in spite of the management of
> the company. It sort of goes like this:
> I must assume that management is doing what makes sense to them, even if
> it makes no sense to the employees. This isn't to imply what they're doing
> is correct, it just makes sense to them. If the employees in the company
> do whatever it takes to ensure the success of the company then isn't it
> likely that this will simply serve to reinforce management's perception
> that what they are doing is right -- because it's producing results? From
> this perspective mangement will continue doing more of what doesn't make
> sense to employees, and employees will have to be even more committed to
> doing what needs to be done to make the company successful.
> This is essentially an escallation structure and both sides will continue
> in their defined direction until the structure inevitably crashes because
> it will get to a point where no amount of employee committment will be
> able to overcome the inappropriate actions of management. And when the
> system crashes everyone will say, "What happened?" It will appear like the
> straw that broke the camel's back, and it's also representative of the
> Niagra Syndrome; by the time to see the waterfall it's too late!

Congratulations to Archie for bringing how people function in response to
poor leadership. These responses are preordained because of the way people
are, their nature. As such, they are easy to predict.

However, Gene's crash is rarely an outcome. There are many organizations
in which juniors never report the problems or what is going on to their
hierarchy, most basically because messengers are normally shot and never
revered. But crashing is a different phenomena entirely and has much to do
with market forces and customers. IBM is certainly a case in point - just
talk to ex-IBMers and hear the stories and the changes since its founder
was replaced. IBM should have crashed according to Gene, but did not and
is undergoing change. There are a large number of other companies in the
same boat including Dow 30 companies on the big board.

Regards, Joan
Joan Pomo The Finest Tools for Managing People
Simonton Associates Based on the book "How to Unleash the Power of People"


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