The Passive, Inwardly Focused Organization
In a recent Harvard Business Review (HBR) article the three
authors (Neilson, Pasternack, and Van Nuys) described what they
called the "Passive-Aggressive Organization." While we are all
familiar with the concept of the passive-aggressive individual,
what the authors described in the article does not qualify as
passive-aggressive.
Even though I disagree with their passive-aggressive
designation, the three authors point out a very serious
organizational problem. They describe an organization where
conflict is rare, consensus is easy to reach, and problems are
graciously overlooked (a "happy" place).
What the authors describe is what I call a "Passive, Inwardly
Focused" organization. It's a serious diagnosis because this
type of organization does not have long to live. This
organization will soon lose any hope of responding quickly to
market changes. They typically remain passive and inwardly
focused until they are near death. But as you can imagine, they
don't die happy.
Of course, it is important for organizational members to treat
each other in a respectful way, but professionalism also
requires the "backbone" to take a stand. In fact, I have been
called into several organizations that claimed to have a
conflict problem. After data gathering and diagnosis, I told the
senior executives that their problem was that they did not have
enough conflict. They needed to stir up some debate!
Living in a "happy world" is appropriate for children and
smurfs. But, a highly effective organization requires healthy
disagreement. Passively accepting the status quo leads to
complacency. Questioning the status quo leads to innovation.
Of course, concern for the preferences and work habits of
employees has its place, but it must be balanced with the
demands of the marketplace. Ultimately, satisfied customers are
more important than satisfied employees. If customers are not
satisfied, eventually employees will be very unsatisfied. They
will be out of work!
In passive, inwardly focused organizations several things can be
done. First, match incentives to performance. Second, recognize
doers, not "good ole boys (or girls)." Third, establish
quantifiable goals. Fourth, bring in outsiders who can shake up
the status quo. Fifth, invite (or demand) debate in meetings.
Sixth, actively solicit customer complaints and concerns.
It is only a matter of time before passive, inwardly focused
organizations experience financial distress. Don't wait, act now!
Is your organizations "happy" but not productive?