One widespread feature of organizational life is the announcement of across-the-board cuts. Although they're announced, they're rarely "across-the-board." What's behind this pattern? How can we change it to a more effective, truthful pattern?
hen we hear about across-the-board reductions in resources or staff, we know two things right away. First, it isn't good news. Second, the cuts probably won't be "across-the-board." Experience tells us that very often those with clout who object to the cuts will receive smaller cuts or perhaps even increases. The terminology of uniformity is at odds with experience.
Across-the-board decisions are fast, but they're rarely thoughtful. Thoughtful decisions take time.And suppose you're one of the (usually) few who are fired or laid off. For you, the cut is 100%, not 5% or 8%. If you're one of these, your experience of "across-the-board" is rather different from the experience of almost everyone else.
Still, despite the high price we pay for the contrast between language and action, we continue to use metaphors of uniformity as we execute the uneven reductions. Why? And what can we do instead?
Fairness
We do want to be fair. We believe that "spreading the pain" proportionately is most likely to be fair.
Numerical fairness is an illusion. Because reducing waste in larger, more mature organizations is easier than in smaller, younger ones, identical proportional cuts in projects or departments both large and small, both mature and youthful, are inherently unfair.
Instead of devising mathematical algorithms, choose to monitor waste — even in good times. Understand that the larger, more mature business units are better able to resist waste monitoring and reduction efforts. To truly achieve fair reductions, make reductions that are progressive with the scale and maturity of the business unit.
Urgency
Because we usually have to make reductions quickly, we rarely have time to tailor a reduction profile that conforms accurately to the needs and objectives of the organization. Simple proportionality is an enticing expedient.
Thoughtful decisions take time. Not having time to make a thoughtful decision is a poor excuse for making a less-than-thoughtful decision, and it's an indicator of inadequate resources at the level of the decision-maker.
Apply whatever resources you need to make smarter decisions. If you have to, spend a little to avoid misspending even more.
Placating the about-to-be-wounded
The message that "we're all affected equally" calms the population. Exploiting their sense of fairness, we help people justify their own inaction and powerlessness, and we make it easier to manage the horde.
Manipulation does work in the short term, but its effects expire quickly, leaving a residue of simmering, unresolved and disempowering resentment. We pay for it all eventually, in distrust, cynicism, low morale and depressed performance.
Encourage people to voice objections and then deal with them. Recognize that even though stifling objections might make the ride smoother today, it makes the ride rougher tomorrow.
A commitment to telling the truth entails a commitment to using language that fairly describes our own actions. To do otherwise in the interest of fairness is unfair. TopNext Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Have you had a major success lately? Have you become a celebrity in your organization? Are people showering you with accolades? When it happens, we feel great, and the elation does finally come to an end. What then?
Have you ever heard nasty rumors about yourself? When rumors are damaging, they can hurt our careers, our self-esteem, and even our health. Sadly, our response to rumors often compounds the serious damage they do.
One of our great strengths as Humans is our ability to name things. Naming empowers us by helping us think about and communicate complex ideas. But naming has a dark side, too. We use naming to oversimplify, to denigrate, to disempower, and even to dehumanize. When we abuse this tool, we hurt our companies, our colleagues and ourselves.
Workplace bullies are probably the organization's most expensive employees. They reduce the effectiveness not only of their targets, but also of bystanders and of the organization as a whole. What can you do if you become a target?
Workplace touching can be friendly, or it can be dangerous and intimidating. When touching is used to intimidate, it often works, because intimidators know how to select their targets. If you're targeted, what can you do?
I offer email and telephone coaching at both corporate and individual rates.
Contact me for details at rbrenner@ChacoCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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