Organization Design and its application to workplace complexity and order, how to design high trust work cultures with innovation and teamwork
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.
When an organization is developed & designed for learning. Mangers are “Big Enough”, people work to their full capacity within a system that is actually built upon innovation, autonomy, idea generation, learning teams, & continuous growth. A system that works to drive out fear – to attract trust, we can see rapid growth & financial gains.
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.