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Increase trust, reduce fear

“The most critical challenge for any organization is to enlarge the circle of trust.”

Command-and-control systems reflect a deep mistrust of employees’ commitment and competence. They also tend to overemphasize sanctions as a way of forcing compliance. That’s why so many organizations are filled with anxious employees who are hesitant to take the initiative or trust their own judgment. Organizational adaptability, innovation, and employee engagement can only thrive in a high-trust, low-fear culture. In such an environment, information is widely shared, contentious opinions are freely expressed, and risk taking is encouraged. Fear paralyzes, mistrust demoralizes—they must be wrung out of our management systems.

121 Stories
238 Hacks
22 Barriers

Increase trust, reduce fear

“The most critical challenge for any organization is to enlarge the circle of trust.”

Command-and-control systems reflect a deep mistrust of employees’ commitment and competence. They also tend to overemphasize sanctions as a way of forcing compliance. That’s why so many organizations are filled with anxious employees who are hesitant to take the initiative or trust their own judgment. Organizational adaptability, innovation, and employee engagement can only thrive in a high-trust, low-fear culture. In such an environment, information is widely shared, contentious opinions are freely expressed, and risk taking is encouraged. Fear paralyzes, mistrust demoralizes—they must be wrung out of our management systems.

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Consciousness in organisations is the next breakaway competitive advantage. In our work with individuals and organizations, we have discovered a way to increase mental agility and creativity.
Hack by Mike Parker on March 24, 2016
We celebrate failure. Everyone says that but we really mean it. We really celebrate failure - we cheer, shout, applaud and stamp our feet when people in our company make mistakes.
Story by Pete Burden on January 18, 2011
While teaching about the importance of in depth conversations between managers and employees a CEO client raised this question.
Barrier by Peggy Hanley on June 8, 2011
 A newly appointed general manager (GM) managed to turn an unsuccessful company and not only achieving an unmatched level of performance, however he also created a trust culture in the workplace.
Story by Jacobus Tolken on October 4, 2011
The "Gambling Joint" is a simple, bare-bones organizational pattern that I believe can produce a living and fun organization.
Hack by Fabio Cecin on March 29, 2012
Traditional management implies someone higher in the hierarchy is managing my performance. People can only manage their own performance.
Hack by Peter Bunce on November 8, 2012
Teaming, also referred to as a self-directed work structure, participative management or a high performance work system, is a cultural priority for GE Aviation Supply Chain.  It is an effort to m
Story by Rasheedah Jones on July 14, 2013
The crux with which all businesses are formed is simply in the way they handle their production and employees. However, to avoid costly blunders, hazard/risk analysis must be accomplished.
Story by Samantha Hager on March 16, 2017
Five years ago I coached a software development group who absolutely hated one of their members(let's say "Alice") who appeared abusive, condescending, and arrogant -- but was also acknowledged t
Story by Gary Cook on October 4, 2010

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