Unproductive Behaviour in Organizations. Do you have this problem?
by Chris Argyris
[in his book 'Flawed Advice and the Management Trap, p 222-226]
Directors feared reproducing in their organization the same factors that led them to leave other firms. The
group offers many illustrations of their behaviours in meetings to reinforce this fear:
- Directors felt that people were not candid and that their decision making was not as powerful as possible.
- They also described rivalries that existed that could split up the firm in ways that would be counter-
productive.
- Members worked hard to sell their ideas to others, but they did not encourage inquiry into or testing of
their ideas.
- Whenever conflict arose, they tried to smooth it over.
- The directors requested candidness, but since the candid comments were often crafted negatively, the
recipients become upset. As a result discussions about difficult issues often become paralyzed.
- These actions caused the directors to feel a low degree of confidence in the effectiveness of the group.
- These same factors led to mediocre resolution of problems -- resolutions that were often based on false
consensus.
- All these, in turn, led the individuals to distance themselves from their own responsibility for error.
- Coalition-building, lobbying, horse-trading and empire building were the rule. Direct and indirect bad-
mouthing among directors also occurred.
- Doubt and cynicism about the group's problem-solving and decision-making effectiveness developed.
- However, despite all these tensions, the directors continued to express a high degree of confidence that
the firm could produce real value for the client.
- The map highlighted difficult and "wicked" problems and "hot" situations that were potentially
embarrassing or threatening.