When a difficulty arises, a problem occurs, do people try to find who’s responsible?Do collaborators fight not to be related to mistakes made? Are they afraid of being compromised?
The pressure for results and operational excellence and the rigid top-down management styles lead to feelings and behaviours of fear and guilt.
These attitudes consume a lot of energy throughout the organizations and paralyze their development potential. They block all creativity and limit their capacity for improvement and innovation.
How do managers address and handle mistakes or underachievement?
Do they identify and share lessons learned?
Or do they look for accountabilities and justifications?
How’s your organisation doing on these aspects?
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