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Human beings design constraints in a system. Then the system creates behavior, and people adjust the system. There are places in this loop, where human unconscious has potentially huge leverage in the ...
Human beings design constraints in a system. Then the system creates behavior, and people adjust the system. There are places in this loop, where human unconscious has potentially huge leverage in the long term development. When facing a challenge human mind does its best to cope with the the change by learning and acting. The more threatening the challenge is, the more the unconscious defense mechanisms protect the mind from anxiety. Defensing always has a flavor of self-deceit. It is often difficult to judge how much a certain choice is defensing and how much coping. Learning, by the way, is laborious and threatening, and thus often causes defensing. The talk will shortly present defense mechanisms. Then we will explore four common, significant and painful patterns in organizations, magnified by defensive behavior:
Three conflicting interests
Gaps between Customer and Producers
Overspecialization leading to coordination chaos
I have called the general phenomenon Organizational Alienation. Based on my 15 years in studying and developing large SW organizations, I have chosen three levers that you can pull in everyday decisions to change the direction:
From overspecialization to deep competencies having wide responsibilities
From avoiding conflict to passion to learn
From batching to flow
The most effective arena to create change is teams making decisions, both the front-line and management teams. Every member of the organization can influence.
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