Apprehension of staff for open dialogue
Ric, a client organisation is frustrating me in my professional efforts to assist them in generating innovation, change and fresh thinking to the business. The reason being, there is an apprehension amongst staff for open and honest dialogue. But it is subtle enough that I cannot pinpoint any particular events to management that would allow an intervention. How can I constructively address this matter?
A: Do not infer ascribed meaning to interpretations! Focus purely on observed behaviour. That being said, Chris Argyris refers to a barrier to open communication in organisations being "undiscussables." Argyris theorises that, over time, organisations can create a culture of self-censorship. Since these "undiscussables" can be considered symptoms of deeper issues, they may worsen if not addressed. Be brave and ask questions of your observations and concerns and request clarification on your interpretations of what you are observing. A simple question such as: "What issues were not raised that should have been?" Encourage everyone to contribute an answer. If you are correct, and this matter is not resolved, dysfunctional corporate culture will ensue. Read Argyris' article, "Skilled Incompetence" from Harvard Business Review (9/86).
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