A short spoken commentary arguing that most organizational change efforts fail because organizational cultures are oriented around fear and punishment for learning. "Eye-rollers" enforce the status quo, suppressing team leaders' ideas, and many executives avoid leading change due to fear of failure and perceived lack of skills. The clip uses anecdote and interview-based reflection to make its case.
Chapters
Our organizations are filled with legions of people who are oriented to fear and threatened by learning. And when you suggest, let's do something differently, they're going to manage you. The culture is going to punish you. That's why behavior aggresses to the meat. That's why organizational change is so difficult. That's why most of the time, change efforts fail. And so I get trapped in my own fears. And if you just think about the eye rollers, I'm a team Leader. I have 100 ideas this week about how to improve the team. But every time I have to stop and think. Now, if I introduce this idea, what are the eye rollers going to say? Now just stop for just one second and think about that story. It imply who's running the company. It's not the team leaders, it's the eye rollers. Right? And so everything gets nailed to the status quo. And so if you're going to lead this change, you're going to have to leave the middle of the curve. You're not going to do that. In fact, I've interviewed hundreds of executives about this. I said, why is it that executives are managers and not leaders? Why don't they lead change? And they say, well, if I'm being asked to leave this change, I don't have all the skills I need, and if I fail, I will be honest. So, yeah, the first answer is fear.
