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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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This response review staff turnover and staff retention and primarily focus on ICT Organisations, the reasons for employees staying or leaving their employers.
Hack by Jan Kruger on May 1, 2012
A system to enable company/ groupwide, uncensored,unweighted (higher authority, perceived experts, perceived lack of expertise, etc) 
Hack by Dina Grasko on May 1, 2012
In the past 10+ years I have not met a single organisation that does not work with external 3rd parties in some form e.g. cloud service, channel distribution, product dev, legal etc.
Hack by Ian Stobie on April 30, 2012
This hack begins the process of changing a Management 1.0 organization’s culture by recognizing that an increase in personal freedom must be accompanied by an increase in personal
Hack by Chris Grams on April 30, 2012
You say your employees have autonomy, then why is everything so difficult, why are they frustrated and why do change efforts seem to fizzle away? Find out how culture and grey areas are block
Hack by Susanne Ramharter on April 30, 2012
Co-Authored By Chris Grams
Business is a socially manufactured series of behaviors and processes.  Current business practices, guided by capitalist ideologies, which focus on short term profit maximizing approaches and exp
Hack by Catherine Poulter on April 27, 2012
Work toward a team of employees who develop their own goals and objectives that are in-line with corporate goals and based on their passions, likes, interests and job.
Hack by Robin Deacle on April 24, 2012
Deploy an anonymous electronic reporting system solution that enables middle management to report the enacted values of senior leadership (upper echelon) to the governance level thereby making senior
Hack by Willem Acker on April 18, 2012
The story here does not begin with "once upon a time..." here,  goes more like: "Hey pals! Let´s do a company which works in a different way.
Story by Daniel Pérez Pérez on April 14, 2012
This is my short version of title. these types of CEO are usually (unfortunately) successful enough to stay on for the short term, but everything about them defines failure.
Barrier by Abbas Hijazi on March 30, 2012

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