Are there petty problems, constant crisis, ongoing conflict, power
struggles, disagreements and drama? Is there a highly politicized internal
environment where issues are resolved on basis of political clout? Is there hostility to change where experimentation
and efforts to alter status quo are discouraged? If you answered "yes" to any of the above, you’re
a victim of a dysfunctional organization.
It takes experienced management to understand how a dysfunctional culture develops and
to actively work to avoid it. As I stated in a previous blog, we “hire ourselves” and as a result, oftentimes dysfunctional
factors creep into an organization. The
organization may begin to reflect a Darth Vader aspect of leadership
(entitlement, narcissism, abuse of power).
It’s organizational
insanity. We're doing the same thing over and over and expecting a different result. And, it's just not happening. To change the culture we have to consciously change all the elements that have developed over the years to make up the system.
An organization must be open to reality. . .. “If a company’s internal culture isn’t healthy – if it isn’t focused on the right values and goals, and if it isn’t behaving in the right way – then ultimately, that will become apparent to the outside world." With any organization the question must be asked, "are we (management and employees) moving in the same direction, toward the same goals?”
I have read a couple of interesting articles referencing the use of peer pressure. Because we tend to conform to the behavior of people around us, the use of peer pressure may be key to changing an organizations culture. Locate those employees that others look up to and admire. If they are on-board with the culture change, they can model the behavior (best practices) that you want others to follow. These individuals can enlist enthusiasm and a dedicated effort to achieve the company objectives. Peer pressures that exists to display the core values.
Promote positive change. Bring in new blood, replacing traditional managers. Change dysfunctional policies, change reward structures, reinforce culture through both word and deed. Put constructive pressure on the company to achieve good results. Promote and enable your cultural drivers!
An organization must be open to reality. . .. “If a company’s internal culture isn’t healthy – if it isn’t focused on the right values and goals, and if it isn’t behaving in the right way – then ultimately, that will become apparent to the outside world." With any organization the question must be asked, "are we (management and employees) moving in the same direction, toward the same goals?”
I have read a couple of interesting articles referencing the use of peer pressure. Because we tend to conform to the behavior of people around us, the use of peer pressure may be key to changing an organizations culture. Locate those employees that others look up to and admire. If they are on-board with the culture change, they can model the behavior (best practices) that you want others to follow. These individuals can enlist enthusiasm and a dedicated effort to achieve the company objectives. Peer pressures that exists to display the core values.
Promote positive change. Bring in new blood, replacing traditional managers. Change dysfunctional policies, change reward structures, reinforce culture through both word and deed. Put constructive pressure on the company to achieve good results. Promote and enable your cultural drivers!
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