"Blaming Management" LO9764

John Constantine (rainbird@trail.com)
Thu, 05 Sep 1996 07:46:32 -0700

Replying to LO9725 --

IVNS Raju makes a good point in regard to the tendency of some in
organizations to be a critic and supporter of the status quo at the same
time. A symptom of the disease is the craving for "rewards" or "status
change" in their particular situation. This is in itself an outgrowth of
the "descent to individualism" which marks the sick organization. It
becomes "every person for him/her self", particularly when the notion of
rewards comes into play.

Yes, help them...to do what? To "see" what they are blind to? Who is to
lead the change? Anyone will do, if they have the nerve and the conscience
to do so from the inside. The leadership can be moved to make changes if
they see that changes are needed. Often they don't. Thus, from the
"outside", demonstration, example, explanations are needed. Like the roman
towers, rising above the fray, a new vantage point, a new perspective can
be gotten, but not if one is unaware of a problem.

I have seen many, many hard-working, intelligent people begin the slide in
an organization whose culture they were unaware of when they first signed
on. As the stifling policies and procedures began to suffocate them they
fell back on their individual capabilities, hoping that by chance they
would be able to make a dent in the mindset. Guided by fear, a common
thread in sick organizations, they also became "enmeshed" in the tangle of
everyday politics of the organization, the need for security being the
solitary driver. Finally, they come to realize that there is not future
that allows them to be what they were when they started - a happy,
motivated, excited newcomer to the organization.

Yes, help them...help them all by showing the leadership why this is not
the way to go, not the success they were after. Drive out fear, as Deming
says, eliminate the type of appraisal systems which lead to unhealthy
competition, not improvement in the organization itself. You get what you
pay for in terms of the amount of energy given to unhealthy activities,
which leads to a diminished capacity of the organization to spend on
healthy ones.

Anyone can up and leave. This does not improve the company or organization
one iota. What remains is ultimately what is important. Quite rightly,
you are what you think, and the system is also.


Regards, John Constantine Rainbird Management Consulting Dealing in essentials... http://www.trail.com/~rainbird

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>