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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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Organizations could evaluate employee job performance by measuring "on the job behavior", citizenship behavior, and personal growth and development.
Hack by Mikeys on August 22, 2010
IntroductionI have heard around always knowledge workers need special type of attention compare to blue collar jobs.
Story by Chris Shayan on November 19, 2012
This Hack proposes options and opportunities for radical change to all levels of traditional operational processes by moving the organisation to the Web 2.0 space.
Google "Leadership Fear or Love" and you will get views, articles and books from Machiavelli to John Hope Bryant.
Hack by Victor Kwan on January 31, 2013
The hierarchical structures with in organizations often place accountability and responsibility with managers and executives, leaving the rest of the organization to follow what has been set as b
Story by Thabiso Ramashala on November 2, 2010
Finding ways to impact every employee on a personal level. Recognizing the development of your future Leaders does not mean ownership of their life.
Hack by Felicia Simmons on March 20, 2011
Conventional organisational structures--hierarchy, bureaucracy , internal politics, silos of functional departments, wide variations in minimum qualifications in recruitment of workers, is making a sl
Barrier by Rakesh Chopra on April 16, 2010
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
Once upon a time I was a member of (what I'll call) a commercialised start-up. We had spun out of a university faculty research project, & did an amazing job.
Hack by Jonty Monopoli on September 16, 2010

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