| Notes |
culture"A consistent, knee-jerk negative response to bad news or negative circumstances is a common occurrence and creates an unhealthy organizational culture. Many organizations are well known for shooting the messenger. Some managers have such a high negative emotional response to problems or bad news, their employees learn to avoid their manager in times of trouble or crisis. This is a deadly organizational circumstance because information that frequently could serve to eliminate a problem or stop a small crisis from escalation isn't shared up the ladder, as lower-level employees refuse to expose themselves to the inevitable wrath. The price the organization pays for allowing this negative culture is incalculable." (p. 79)
blame"The key is to focus on what happened and not on who did it-depersonalization! When errors are depersonalized or 'deblamed' by managers, the results are successful correction and an overall reduction in the perceived assault on self-esteem.
Blaming people with low self-esteem is a destructive strategy with huge downside risks. lt yields little or no payoff. What does materialize is wrath, resistance, and a cornucopia of passive-aggressive behaviors. In reality, the egos of low self-esteem, bad attitude employees will not allow them to accept blame; however, their egos do encourage them to be a part of the solution. ('Ego' is not a bad word. Everyone has one, and we must find nourishment for our egos, or we all tend to plunge into the abyss of bad attitudes.)" (p. 25)
authoritarianismAs a people, we have matured and are no longer responsive to a management style that devalues us or treats us as less than equal. ln highly authoritarian environments, creative and productive people tend to leave in search of better employment circumstances, more appealing to their needs. The people who stay in highly authoritarian environments are those who perceive they have no other options. While there are exceptions to everything in life, these are not the employees who will perform at high levels and make the organization great." (p. 62)
ROWE"In many organizations, people are required to spend enormous amounts of time compiling reports that nobody reads. In many circumstances, reporting has degenerated to 'prove to me you have been busy.' Instead of assessing actual results and productivity, we ask employees to invest their time justifying their existence by explaining actions and accomplishments already taken and achieved." (p. 34)
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