Jack,
Can I add to the thread. It seems to me that it not a matter of 'only'
checking the facts, in this instance that people worked hours that made
going at 4pm legitimate, AND also to establish what was going on before he
came to a decision. ie, check with other managers, find out the
circumstances, what would be the consequence of making a pronouncement
etc.
Others have commented that this is a common fact of life in organisations.
What are we doing, going to do to change things?
In your posting LO12444 you said that it showed a lack of trust. It does,
in everyone especially the junior managers. They too are likely to stop be
so forthcoming. Why should they when they are not trusted to manage their
'patch' effectively.
I know that you made your original posting as a story. Thank you for that.
And it raises this very serious issue about Trust. Can we move the thread
in that direction, especially with regard to what we (people who read this
list who I believe would want to work in places where trust was high and
managers investigated before making pronouncements) do, are doing?
For my part. I try, don't always succeed, to inform managers of the
consequences of this kind of action. Explain to everyone the consequnces
of their actions. For senior peole - making pronouncements, for junior
people - staying silent.
It helps , a littlllllle.
Any more suggestions.
Ian
Ian Saunders
Transition Partnerships - Harnessing change for business advantage
tpians@cix.compulink.co.uk
--tpians@cix.compulink.co.uk (Ian Saunders)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>