Employees, managers, leaders, and organizations, don’t really believe the workplace needs to change.
If we really believed the workplace needed to change, we would hire and encourage employees to be candid about problems and issues, in a way that would interrupt the hierarchical power structure, and would encourage creative thinking, innovation, and risk-taking at the lowest level at work, rather than at the highest level.
If we really believed the workplace needed to change, we would have the courage to question issues that we see at work and propose equitable, non-hierarchical solutions to problems, issues, and conflicts, despite the impact of politics, power, or other considerations.
Which is why management training is a worthy investment by an organization into its potential and current managers, but management follow-through and implementation will always be difficult, but not impossible.
Which is also why the organizational view of management must shift and change, from one of day-to-day “keeping the train on the tracks” to one of “investing in pushing employees to be better today than they were yesterday.”
If we really believed the workplace needed to change, we would have the clarity to describe issues, conflicts, ethical and moral lapses, in clear, unambiguous language, rather than covering up with jargon, info-speak, or other forms of hiding.
Which is why organizational communication needs to shift to being more transparent, truthful, and honest. Workplace communication is about promotions, compensation, and all of the ways that we communicate non-verbally about culture to employees at all levels.
Because we don’t really believe the workplace needs to change, we don’t really believe the workplace can change in these three critical areas.
But, in order for the workplaces of the future to be better than workplaces of now–or of the past–we must work actively to change the workplace, whether our belief is solid, or not.