Low trust: Employees will behave selfishly without oversight and will deliver great work but only with external motivation. |
High trust. Employees will behave in the interest of the organisation and will deliver great work but intrinsic motivation is sufficient. |
Low transparency. Information is privileged and shared only on a need to know basis, with senior management deciding what is to be shared. |
High transparency. Information is open and shared widely to ensure those at the front line are fully aware of their context. |
Low personal freedom, responsibility and accountability. |
High personal freedom, responsibility and accountability. |
People and the context of the organisation can be predicted, manipulated and controlled. |
Prediction and control are futile. The best an organisation can do is sense and respond. |
Other people need to be improved upon and have their weaknesses worked through. |
We can’t change other people, only ourselves. We focus on what I can do, not how I can get others to change. |
Logic, rational thought and scientific analysis are the dominant (if not only) sources of truth. |
Logic, rational thought and scientific analysis are accompanied by intuition, spirituality and sensory experience as valid sources of truth. |
Scarcity: there aren’t sufficient resources for everyone so we must compete for it; I am insufficient for the task so I must constantly improve. |
Abundance and generosity: we share and give before we compete; who I am, and my humanity within is enough. |
We must look for problems to solve and focus on remedying people’s weaknesses. |
We must look for what’s working and focus on building on people’s giftings and strengths. |
We must take a standardised, global approach. |
We must take a non-standardised, local approach with a global context. |
Comments
0 comments
Please sign in to leave a comment.