My work of the past ten+ years tells executives, managers and employees:
- What is the root of the problems in their organisation
- What to do about it (how to fix it)
- Why they won’t do anything about it
The Root of the Problems
The root of the problems in your organisation is the collective assumptions and beliefs (I generally refer to these as the collective mindset) held in common by all people within the organisation. Most significant (in the conventional hierarchical organisation) are the assumptions and beliefs held in common by the senior executives. In the Marshall Model I refer to the most frequently occurring set of collective assumptions and beliefs as the Analytic Mindset.
In knowledge-work organisations in particular, the Analytic Mindset is at the root of most, if not all, major organisational dysfunctions and “problems”.
What to Do About It
The way forward, leaving the dysfunctions of the Analytic Mindset behind, is to set about revising and replacing the prevailing set of collective assumptions and beliefs in your organisation with a new set of collective assumptions and beliefs. A collective mindset less dysfunctional re: knowledge work, one more suited to (collaborative) knowledge work. In the Marshall Model I refer to this new, more effective set of collective assumptions and beliefs as the Synergistic Mindset. Yes, as an (occasionally) rational, intentional herd, we can change our common thinking, our set of collective assumptions and beliefs – if we so choose.
Why You Won’t Do Anything
You may be forgiven for thinking that changing a collective mindset is difficult, maybe impossibly so. But that’s not the reason you won’t do anything.
The real reason is that the current situation (the dysfunctional, ineffective, lame behaviours driven by the Analytic Mindset) is good enough for those in power to get their needs met. Never mind that employees are disengaged and stressed out. Never mind that customers are tearing their hair out when using your byzantine software products and screaming for better quality and service. Never mind that shareholders are seeing meagre returns on their investments. Those in charge are all right, Jack. And any suggestion of change threatens their relatively comfortable situation.
So, what are you going to do? Just ignore this post and carry on as usual, most likely.