Many managers I know, fiddle with top-down control, just as they'd fiddle with their car. They fiddle at centralising (or decentralising), cutting back or reengineering. They downsize, control and impose as though it was a mechanical system (rather than a living system). This takes so much organisational energy, there's none left to satisfy customers, and staff are too battered to care. The sad thing is, science is now showing that most of this activity is counter productive and can only lead to failure. The paradox is that more control leads to less order and less control leads to more order.
About Me
- Bruce's purpose is to "Liberate the human spirit at work"
- Bruce is dedicated helping managers become more strategic; get people out of silos and working with trust and cooperation; and develop leadership throughout the organisation. For you it's about reducing bureaucracy, opening communication and releasing energy in under-performing managers, staff and processes.
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