Driving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity, and Innovation

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Title Driving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity, and Innovation
Publication Type Book
Pub Year 1991
Authors Ryan, K. D., & Oestreich D. K.
Publisher Jossey Bass Business and Management Series, Jossey-Bass, Inc.
Keywords control, credibility, fear, labeling, quality
Notes fear"W. Edwards Deming tells those who attend his seminars, 'We are here to make another kind of world.' He expresses the broad scope of the goal, and its enormity....

To achieve another kind of world requires a deep understanding of where we are now. The awareness of fear can help us move to this point. In the same way that many organizations have had to face harsh news about waste, scrap, and rework within their production processes, there is also harsh news about fear in human interactions in the workplace. But once past the denial that is so common, the real possibilities begin to emerge. When managers accept the role of facilitator, coach, and consultant, a dramatic shift takes place. Traditional notions of controlling and telling give way to inviting and guiding. Commitment switches to the long term--to the development of quality products and services, to long-lasting, mutually satisfying relationships with customers, vendors, and employees." (p. 240)

labeling"The loss of credibility and reputation is most commonly expressed as a fear of being labeled. Words like 'troublemaker', 'boat rocker', and 'unprofessional' worry people. They convey poor judgment, last a long time, and lead to other, more tangible repercussions. These words imply that an individual is acting in bad faith and operating against the interests of the organization. They connote being an outsider. Many see that being labeled 'not a team player' is the beginning of a downward cycle where duties start to change and performance ratings decline. These events, in turn, influence career opportunities, raises, and bonuses, and can possibly lead to layoffs or transfers. In many organizations, the concept of the 'hit list' represents the extreme outcome of fears about being labeled." (p. 44)
credibility"Loss of credibility and reputation is defined as being much larger than a question of performance. It is experienced in the broad realm of ego and self-esteem, not just the local geography of tasks and specific skills...

"What makes the issue of credibility so complex, controlling, and frightening for people is that the labels are usually believed to be hidden. Many are convinced that management's subtle, derogatory conclusions about someone's credibility translate into negative consequences. But they also believe that the connection between the two will be obscured by time and false explanations. They will be dimmed by decision makers' own lack of awareness that they are using them to make critical choices. Hence the concern to avoid, as a bank employee told us, any 'slight, negative background feeling.' Better to stick with the party line. Better not to rock the boat by speaking up." (p. 44)

URL http://books.google.com/books?id=4OvsAAAAMAAJ