Org DishonestyEssay Preview: Org DishonestyReport this essayPervasive and persistent dishonesty in a system will inevitably grow from a malignancy to a full-blown cancer destroying an organizations productivity and morale. As organizational consultants charged with helping to undo the damage, some key points to consider and to implement:
1. Do a Gut Check. First and foremost, when intervening with such widespread deceptive and manipulative behavior we must be aware of our own potential emotional reactions – fear, alienation, anger and revulsion. Also, be prepared to be the target of this mendacity. Make sure you have someone with whom you can bounce ideas and feelings.
2. Understand the Dynamics. What motivates such wide-ranging dishonesty? Consider these forces:a) Top Management as Role Models. Clearly, b.s. easily trickles down. Has dishonesty – payoffs, falsifying records, inflating productivity numbers, etc. – just become business as usual? Is top management covering up for a friend or ally? If these operational practices cease will their reign of power end? Even if top management is not outright dishonest, are they tolerating or closing their eyes to serious dysfunctional activity from key managers and supervisors? Too often such leaders dont want to hear “bad news,” especially if it reflects on their performance capability.
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What we are seeing in the U.S. is an alarming pattern that has implications for how government and business can learn, develop, and manage their business strategy.
What does it do for the economy?
While some say it’s a good idea (see “Securing the Future of the USA”) the American public’s economic well being has been negatively affected by increased reliance on foreign banks.
And now, more important –
One group has a vested interest in controlling the economic performance of large corporations, including Wall Street. To the contrary, one group believes that a good system of financial regulation must reflect the best interests of the citizens of this country. (See “Securing the Future of the USA,” American Free Trade Council, http://americanfreetrade.org/sites/default/files/american%20free_trade_council.pdf #4)
We want to build better governance, economic development, and the security and prosperity the United States is hoping for. We think the last 2 years have seen that. This will require change.
Our leaders and stakeholders must now learn the important and urgent lessons of this long, painful and ongoing struggle from the past.
As Senator Lindsey Graham said recently:
“Our own economic recovery is broken. And it’s not just about raising the real minimum wage to $10.10; we also need to take our nation on an unparalleled path. We owe it to the people to ensure that in the long term our economy moves forward, and that this can and must be our responsibility. And it would be a mistake to suggest that we shouldn’t make progress even if it’s the best we can do it — even if that means paying for more war — but it doesn’t.”
As I’ve told our members before, we stand alone in our desire to reduce our dependency on foreign corporations for their power, and instead focus on our economic role in strengthening this important foundation.
There is no shortage of ideas on that front. In today’s times this is often brought up — what makes sense for America ?
The current top managers and top management in the United States have a long record of mismanagement, malfeasance, and abuse.
They are not the problem. They should be treated not as their problem, but instead as a priority that should be taken into consideration as the next president and the next administration steps forward.
#8223;
The United States of America: One Generation More
President Obama and First Lady Michelle Obama have discussed a number of key domestic and regional issues. These include domestic economic growth
b) Climate of Fear. Lying and cheating also flourish in an atmosphere of intimidation and reprisal, of harsh judgment and ridicule and of impulsive dismissal. Theres an almost irrational fear of making a mistake, of not meeting productivity quotas as well as the belief that the messenger will suffer if giving honest feedback. No one can say the obvious: the organizational emperors arent wearing any clothes. So, of course, theres a cover up!
c) Conflict Averse System. Not surprisingly, such organizations tend to avoid dealing with conflict. People promote false personas such as being “so nice,” “too busy to notice whats going on,” delegating to others without monitoring performance or holding others accountable, etc.
d) Dysfunctional Competition. Sometimes overly aggressive, territorial individuals and departments foment this institutionalized deceit and manipulation. Especially, when there are insufficient resources and rewards to go around, self-serving and self-protective actions can evolve into chronic backstabbing and sabotage.
3. Plan a Strategic Intervention. Consider these four consulting steps:a) Management Orientation. Meet with top management to share your initial approach to data gathering and early stage intervention. (See following steps.) In this meeting you may not want to directly announce the problem of widespread dishonesty. Instead, focus on the unproductive and self-defeating communication, destructive competition, lack of trust and true cooperation and cohesiveness in the organization along with the dangerously smoldering tension. Of course, ask the participants to define the nature and scope of the problem in order to assess how open, self-deluding or defensive the climate at the top. Whats critical, of course, is that you have genuine backing for this intervention from someone in the top management hierarchy.
b) Individual Interviews. Have one-on-one interviews with a substantial number of employees across the organizational spectrum. Interview enough folks so you can begin to discover the inconsistencies and cover-ups. Also, see if anyone will acknowledge the pressure, fear or guilt generated by this dysfunctional situation. Another source of useful data can come from anonymous questionnaires.
c) Slowly Build Alliances. Use this interview data to form a small group of potential change agent cohorts; individuals most uncomfortable with the toxic atmosphere. You may need to meet with these folks more than once to insure their readiness for this challenging the system and critical intervention role. (This is similar to needing a number of family members, friends or colleagues to confront the alcoholic in serious denial. By the way, dont be surprised if there are serious drug/alcohol