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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.

120 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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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
Business professors think I am out of my mind, but I think business professors are out of their mind if they think that models they teach in business school really work.
Hack by Matt Shlosberg on September 6, 2010
An alternative approach to setting remuneration levels for employees, based strongly on employees own evaluation of what they are worth, and what they have done performance wise to earn any additional
Hack by Chris Van Kooten on December 9, 2011
What would our sector look like if we gave our value proposition a little twist? What would the results be like?
Hack by Luc Galoppin on July 16, 2011
This hack considers how organisational capability might be unleashed by increasing the level of trust between employer and employee, borrowing from some of the concepts of Tikanga Maori and simply doi
Hack by Alister McCaw on February 25, 2011
The World may well be on a trajectory which alters it's environment such that it is prematurely unsustainable for human-kind to exist.
Hack by Greg Stevenson on May 26, 2011
In order to reinvent management, we have to replace the root cause of its current function. One of these root causes is the fact that manager's job is to create wealth for shareholders.
Hack by Matt Shlosberg on September 5, 2010
Group flow is a peak experience, a group performing at its top level of ability. In a study of over 300 professionals three companies — a strategy consulting firm, a government agen
Hack by Mike Parker on March 14, 2017
AAU4M stands for Agony Aunts & Uncles for Managers.
Hack by Madhusudan Rao on August 2, 2010
In most transformations, changing the transparency of financial data including salaries is like losing the last five pounds.
Hack by Susan Resnick West on July 1, 2011

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