.
"Powerlessness is particularly apparent in the middle ranks. When companies slash midlevel positions, they often increase the burden on the remaining people without increasing their efficacy and influence—a combination likely to arouse risk-averse rigidity. Hemmed in by rules and treated as unimportant, people get even by overcontrolling their own turf, demanding tribute before responding to requests.
...
The powerless retaliate through subtle sabotage. They slow things down by failing to take action—a form of pocket veto, in which a bill is killed simply because time runs out. Negativity and low aspirations show up in behaviors psychologists call defensive pessimism, learned helplessness, and passive aggression.
It doesn’t have to be that way. Every change can be an occasion for empowerment, in which people add their own hopes and ideas to common goals. Leaders can give them more control over their circumstances—for example, by rethinking constricting rules. Giving associates opportunities to develop initiatives and be recognized for them can result in small wins that propel big changes. Deep and wide involvement can spread power: tens of thousands in communication networks, thousands in brainstorming sessions, hundreds on problem-solving teams.
Great leaders build confidence in advance of victory."
...
The powerless retaliate through subtle sabotage. They slow things down by failing to take action—a form of pocket veto, in which a bill is killed simply because time runs out. Negativity and low aspirations show up in behaviors psychologists call defensive pessimism, learned helplessness, and passive aggression.
It doesn’t have to be that way. Every change can be an occasion for empowerment, in which people add their own hopes and ideas to common goals. Leaders can give them more control over their circumstances—for example, by rethinking constricting rules. Giving associates opportunities to develop initiatives and be recognized for them can result in small wins that propel big changes. Deep and wide involvement can spread power: tens of thousands in communication networks, thousands in brainstorming sessions, hundreds on problem-solving teams.
Great leaders build confidence in advance of victory."
.
Claro que chefias medrosas, chefias com receio de perderem o seu lugar, chefias politizadas, têm receio de subordinados com ideias... tolos e de vistas-curtas, não sabem nem imaginam que a maior parte das chefias não são promovidas porque ... não há subordinados à altura de os substituirem.
Sem comentários:
Enviar um comentário