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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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Establish corporate practice and structures which balance decison-making power by involving employees including the selection and hiring of managers and making them accountable to their direct reports
Hack by John Nyawo on October 4, 2011
Across the World, prejudices and misperceptions are a common response to the immigration phenomenon.
Hack by Sergio Formas on October 3, 2011
The last 50 years economies have evolved from an industrial economy to a knowledge economy which brings us to the latest economy which is known as the creative economy.
Hack by Pieter du Plooy on October 1, 2011
We are living in a changing environment that demands that organisations develop their people to be innovative and flexible to succeed.
Hack by Daniel Henderson on September 26, 2011
This hack looks at how some of the unique attributes commonly found in “techie” type people working within high-technology organisations present additional challenges for leadership development.
Hack by Grant McIvor on September 20, 2011
Using traditional HR practices to achieve outstanding business success is like using gasoline to fight a fire.
Hack by Kim Bechtel on August 31, 2011
People and the WWW share common “deep values.”   Sandwiched in between are Management 1.0 (& aspiring 2.0) Organizations and Software Applications that ride the www.&nbs
Hack by Deb Krizmanich on July 18, 2011
To varying degrees, everyone has self-centered ambitions: to become rich and famous, to win the race, to have some power over others. Such forces can drive people to work hard and produce results.
Hack by Tsukasa Makino on July 17, 2011
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.
Policies and strategies of a company would be a set of LIVE wiki documents
Hack by Mohammad Oli Ahad on July 17, 2011

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