Agora encontro:
“When you join a Legacy Organization, the default assumption is that you don’t have the right to do anything unless you are given permission. This stems from a theory of control that believes the best way to eliminate risk is through compliance. It all starts innocently enough. In the early days, everyone scrambles to get the business off the ground. If they succeed, the established enterprise attempts to protect itself by standardizing approaches, policies, and structures—it discovers and mandates the one best way. Over time, red tape builds up until hardly anything interesting can be done without three different approvals. Only very senior managers and people willing to lose their jobs are able to act freely. The rest of the workforce, unauthorized to solve their own problems, develops a sense of apathy and learned helplessness. Engagement dips. Mistakes are made. And more red tape is wrapped around the handle. Stories of mistakes and failures create a culture of fear. The sense at the bottom is that leadership doesn’t trust anyone. The sense at the top is that even more compliance is needed—that everything must be specified.Trechos retirados de “Brave New Work” de Aaron Dignan.
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Evolutionary Organizations ensure that everyone has the freedom and autonomy to serve the organization’s purpose. The default assumption here is that you can do anything, unless a specific policy or agreement prohibits it. We’re starting from a position of trust. Rather than centralizing power in a few senior positions, we aim to distribute authority as much as possible to teams and individuals at the edge, where the action and the information are. Teams take full responsibility for their work and their way of working. If something is causing tension or stopping them from achieving their purpose, they can attempt to change it, whether it’s a line of code or a massive equipment purchase.
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How many people in how many roles lack the authority they need to do their jobs well? In a dynamic and fast-changing world, preventing people from using judgment and making decisions is just too slow. A client recently told me the story of an initiative that required sixteen individual sign-offs before proceeding. This is our addiction to control masquerading as “risk management.” What firms like this fail to recognize is that the true risk they face is that bureaucratic immobilization will make them irrelevant.”
