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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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For innovation to prosper and novel designs to get funded, we need a more thoughtful language to communicate across isolated disciplines, with more clarity.
Barrier by Ellen Weber on September 8, 2010
Hi you all!The paper “Conceptoloy of Learning and Leading at Work” is now completed and ready sharing and reviewing. The paper is available in both a short and a long version.
Hack by Rune Kvist Olsen on June 18, 2013
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
It is no secret that happy employees have more chances to stay longer within the company. Which means employee retention rates for managers who keep their employees happy tend to be high.
Story by Barret Selby on November 21, 2017
Analogous to what augmented reality is to reality, the augmented leader will soon be with us. It is not a super human hero with chips installed in his brain.
Hack by dominique Turcq on June 30, 2011
Giving everyone with experience and the will to give back is the mission and objective, almost evryone is an expert in something.
Story by Dan Auito on May 26, 2013
 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 meetings we endured and designed, added to frustrations and stress in an already caustic work place.
Story by Ellen Weber on July 31, 2010
In areas where obsolescence is quick and products and services have lifetime very short, why spending effort and resources writing, signing, registering contracts that will be useless pretty soon?
Hack by Miguel Sacramento on May 1, 2010
When functional heads form alliances such that conformance to this inner circle takes precedence to freedom of expression; organisations will find themselves vulnerable to corruption, static performan
Barrier by LM on October 27, 2010

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