Organization Design and its application to workplace complexity and order, how to design high trust work cultures with innovation and teamwork
You are not a psychologist, you are a manager.
Personality factors in individuals are something that every company seems to want to assess and change. There is a false belief that is only reinforced by management “I have these certain personality traits therefore for people to be successful like me, they must also have these traits.”
Employee engagement attracts-trust when we change how work gets done leading to changes in how people work.
Employee engagement repels-trust when we try to change peoples’ psychology.
A dependent system changes behavior to people who just want to be told what to do, so they can do it. If things go wrong – it is not their fault because they were just doing what they were told. If thing go well – it is not their fault because they were just doing what they were told.
Most organizational change as well as leadership development efforts fail because the executive team or human resources or consultant – believe that following a predictable path and sharing a recipe is all that people need. I have been guilty of this…
Work has the power to be a healing place with mutual trust behaviors or a place of pain with trust repelling behaviors. My argument is that everyone wants to do their best work & have high mutual trust attracting workplaces. They just don’t know what they don’t know, or are working from a bad theory of work.
Prior to assuming that “we have strong personalities” and removing (or abdicating) the accountability & authority of the direct manager to an external assessment several questions need to be answered.
What would people be doing if they were not fearful? How will we know that fear is no longer an obstacle to progress?
The response was Trust.