| |
A
System For Creating Problems
Problems in organizations seldom exist independently of each other. Instead
problems, or at least what most call problems, reinforce each other in
a
self-perpetuating and even escalating system. I think it is important
to
learn to distinguish a problem from a cause. The parameters and significance
or cost of a problem are defined by understanding the variance or deviation
from what is expected. For example, we expect scrap to be below 2%, but
it
is running over 7%. The 5% deviation defines the problem. Causes on the
other hand can be obvious (of course if a cause is obvious and the problem
is
significant someone had better be asking why that cause has not been
eliminated). Seldom are the causes of problems so obvious, however, most
are unknown and are of complex interrelationships. Many are the unintended
result of well meaning but destructive management policies and programs.
The most deadly or potentially
most dysfunctional and destructive of these
are merit pay, rewards and recognition, performance appraisals and incentive
and motivation programs. This idea will shock many readers. Programs in
these areas are common. Far too many human resources specialists see the
administration and implementation of programs in these areas to be their
purpose in existing.
Why do such misguided programs
exist and thrive? It all has to do with the
prevailing myths - the premises and beliefs about people. Despite
generations of study of the works of Douglas McGregor (Theory X-Y), W.E.
Deming (profound knowledge) and thousands of equally respected management
experts, the fact is that it is a misguided distrust of others that drive
managers to devise programs, policies, and interventions based on that
premise.
The programs actually lead
to a self fulfilling prophecy. Treat people as if
they are untrustworthy and they will most assuredly act in a way you can
justifiably assume or interpret as untrustworthy. There are 4 primary
mythologies in this regard.
Premises That Create The Culture
Of Distrust
1. Assumptions that problems
are the result of individual dereliction. 2. That successful work comes
only as people are held accountable for the
achievement of measurable goals, and feedback systems that are based solely
on the measurement of these goals.
3. That there is a reservoir of withheld effort or brain power that must
be
coaxed out of people, and that people are intentionally holding back in
some
clever and manipulative manner.
4. That is is the manager who must motivate and control the workforce.
The downfall often begins with
what one formerly high-flying entrepreneur
engaged in the design and implement of measurement and electronic feedback
systems called “idiot proofing”. Virtually every organization
who installed
his system did so with great enthusiasm and investment only to meet with
inevitable failure a few years later. Their best employees and most able
leaders left first in response to the new controlling environment. (In
a
peculiar twist, and fortunately for them, their measurement system was
so
sophisticated it was easy to track the downfall, but they never understood
that they were victims of their own self fulfilling prophecy.) As ill
advised performance appraisal, measurement, incentive, merit pay and
reward/recognition programs are implemented, the outcomes are poor morale,
cynicism, faking, blaming, denials, high turnover, low innovation, and
lack
of initiative. It is not that there is no place for some of the benefits
that can come from some of these efforts. The warning is buyer beware.
What
is the purpose of your program? Is it based on trust and on positive
assumptions, or is it based on fear, distrust, divisiveness? Will it create
winners and losers, control and ease of administration? Will it serve
to
grow people, satisfy customers and develop suppliers? Will it expand
employees’ thinking or cause them to pull in their horns? Is it
management
you are after or leadership? Would you see no value in implementing the
same
program in your family, your club, or your church? Is it for their benefit,
is it for your protection or to reinforce your authority?
I have often stated in this
space that people are doing the best job they
can. Accountability, feedback, goal setting and incentives do not improve
systems. Improving systems improves systems. Do you feel “I’m
ok - they
need incentives?” Do you worry that if you eliminate performance
appraisals
you will lose your ability to control, evaluate and blame people when
things
go wrong? The real question is, “Why do things go wrong even when
those
doing the work are being accountable and doing their best?”. When
it is
clear you are getting less than their best, is it their fault or yours?
If
their best is not good enough, you had better be looking at your selection,
coaching, training, supporting, systems, and leadership processes - not
at
more ways to control them.
==================================================================
Ed Yager specializes in leadership
assessment, coaching, and training.
www.yager.bizhosting.com
|
Seminars