You can tell folks to change, but making it happen is something else. When employees are treated as functions and roles, attitudes turn negative and the ‘us vs. them’ mindset takes over. There’s often a mental gap between those in charge and those they lead. Managers and supervisors see change as a proactive, ‘creative’ process that they have initiated. Those who are told to change see it mostly from a ‘reactive’ mindset. If you want folks to use their innate talents, wisdom and knowledge to make changes work, ask, don’t tell.

Economic Darwinism is a virus infecting how we think and how we speak. It’s probably the dominant way of writing about economic issues today. And it’s total garbage, producing only a mindless culture of internal and external, psychotic competition in the media and among the ‘punditocracy’. As a way of organising an economy and a society, it’s as near useless as makes no difference. Psychopathic competition now seems so natural and so ordinary, after a generation or more of propaganda for it, that we accept it as a description of reality, even if it conflicts with our sense of morality, never mind our common sense. But life is not war, business is not slaughter, and organisations are not arenas for gladiatorial combat.

Why has teamworking changed from being simply one way to organize things into something supposedly valuable in itself? There’s nothing wrong with working in a team if that’s the best way to do things. What makes me wonder is the tendency for organizations to assume it’s the only way. I suspect this is another case of the emergence of a management myth: taking something that suits those who wish to control people and dressing it up as a kind of heroic virtue.

Spending time reflecting endlessly on what might have been, but wasn’t — or what you could have done, but didn’t — is a pointless and emotionally corrosive exercise. Going over the hurts of the past in your mind can make you suspicious and defensive in a vain attempt to prevent them reoccurring. The only sensible way forward is to let go of the past completely.

What if individuals and organizations are responding to the pressures of today’s business climate by dealing with the wrong issue — trying to manage and extend time, when what they need to be doing is managing peoples’ energy levels? That’s the argument of a paper in Harvard Business Review. But the well-intentioned actions offered as answers miss the fact that both overwork and the long-hours culture are deeply embedded in the systems that organizations and top executives live by.

The media have invaded the boardroom and brought with them many of the characteristics of melodrama: the continual sense of crisis, the stereotyped behaviors, the tendency to hype and overstatement, and the tricks that turn illusions into reality. It’s time we got back to reality, especially as managers and leaders. In stories, you can write the ending to the script in the way that you want it to turn out. In real life, the Seventh Cavalry may well not come over the hill in the nick of time to save you from being scalped.

The attitude people have to their work can transform an economy. If work is nothing but a ‘four-letter word’ and a way of spending time you would much rather avoid, don’t look for any increase in productivity or creativity: the only things that drive any economy forward over the longer term. What we need is the kind of stimulus that will get people more engaged in making a better, more enjoyable, more civilized life for themselves and everyone else.

Using numerical analysis as almost the sole guide to management action is tempting, especially in times when everyone is under pressure to “perform” against numerical targets. But relying on numbers is very risky, especially when business success depends more on people’s perceptions and responses than moving abstract figures around on a spreadsheet. Whatever the numbers say, people and their feelings nearly always have the final word.

There’s good evidence that much leadership behavior borders on the psychopathic, but is this simply a response to organizational cultures that are themselves suffering from a fundamental sickness?

We’ve probably all seen articles that point to the close similarities between the symptoms listed as evidence for a diagnosis of psychopathic illness and typical behaviors of many [...]

Today’s obsession with quantifiable objectives is more about office politics than performance

(This is a guest post by John Fletcher. John is an Englishman now resident in Europe, with a long career in the public sector in several countries. He has spent a good deal of time in working environments outside the Anglo-Saxon world, and has [...]