It's time to reinvent management. You can help.

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.

124 Stories
236 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.

Filter By:
The meetings we endured and designed, added to frustrations and stress in an already caustic work place.
Story by Ellen Weber on July 31, 2010
Decision-makers. Executive teams. Champions. These groups are vital to making change work. However, if you don’t include the larger group, you miss out.
Hack by Tricia Emerson on January 20, 2011
CoP's are "a group of people organized for a specific purpose around a shared set of values; who collectively care deeply about the purpose, adhere to the shared values and are selfless in their pursu
Co-Authored By Alex Perwich
For the past 3 years, Deloitte has been hosting an enterprise social network, D Street, to build connections, enable collaboration and foster innovation across the organization.  This y
Story by Patricia Romeo on December 4, 2010
AAU4M stands for Agony Aunts & Uncles for Managers.
Hack by Madhusudan Rao on August 2, 2010
Culture change is hard.  Whatever the approach, its a long term proposition riddled with ambiguity.  If your tasked with leading a culture change initiative and are struggling with
Hack by David Graham IV on June 29, 2017
If we are to focus the work of management on a higher purpose, I contend that we need to begin by adjusting our reward systems.  To obtain the highest leverage on this lofty goal, companies shoul
Hack by Stuart Thompson on September 18, 2010
One of my friend working in a big multi national company (Culturally diverse), was talking to me and said that : "Dude, My Boss told me to control my enthusiasm of how I do stuff!!, And it was really
Barrier by Tap Kham on September 1, 2012
In my ten years at Red Hat (the open source software pioneer), we had a very simple little cultural trick we used everywhere we could:We defaulted to open.What does this mean?
Hack by Chris Grams on August 5, 2010

Pages