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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.

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.

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There are many good people out there who are trying to do something about the woeful state of the strong wool industry.  Synthetics have spanked wool in the market place in price and promotion, y
Hack by Angela McFetridge on December 8, 2012
Top executives’ tentatively agree on the BIG Rocks (strategic changes).  Then provide the Big Rocks to managers and staff and ask them to identify what they think are the Big Rocks.  The res
Hack by George Neufeld on November 27, 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
Large global corporations with enormous wealth, power and resources have the ability to positively (or negatively) impact global change and increasingly they are doing so in the area of disaster relie
Hack by Melanie Mark-Shadbolt on October 3, 2012
The capitalist drive to create new technology, design new products and pursue new opportunities has had some very positive results for society.
Hack by Shaun Neeley on October 3, 2012
Is it possible for an ethical and values based leader to effect change in an organisation previously entrenched in hierarchical communism?
Hack by kelvin wright on October 1, 2012
More for less is required from our Public Services. High priced CBD rents, expensive city centre living, long distance commutes. Staff are our great asset. Staff want a better work life balance.
Hack by Yorkie Owl on September 24, 2012
As we push just about everything into the cloud, and advancements in technology shrink or eliminate traditional barriers for people to interact and exchange value, the "trustworthiness stool" presents
Hack by Aaron Anderson on August 17, 2012
Decision making process relied for ages (and still does in a majority of cases) on a top-down approach, where decisions are taken by senior executives and executed by all layers below in a pre-defined

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