🚀 go-pugleaf

----------------------------Original message----------------------------
On Thu, 09 Jun 1994 drago@convex.csd.uwm.edu <Robert W Drago > wrote:

> This collective job insecurity (or what I call the "disposable
> workplace") gives everyone, from the janitor to the top
> workplace manager, an incentive to cooperate, improve quality,
> etc.

Well, in times of desperation, people do get flexible.
Barriers fall. I'll grant you that.

In my work, the classic cases we are trying to help people
avoid have a theme something like this: Every person and group
in the organization doing their damn best to be successful,
but the overall structure and interactions between groups make
the whole thing fail. IMHO, collective insecurity
certainly does not help inter-group cooperation to fix the
interactions, look at the end-to-end processes. It tends, in
my experience to create a "circle the wagons" mentality. As
Ackoff says, (roughly paraphrase) If every sub-group is
optimized then the whole will be terribly sub-optimized. I
fear that this is what we get from *fear* in the workplace:
temporary improvement, sub-optimization, no basis for long
term improvement. In other words, un-quality.

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  /    rkarash@world.std.com (Richard Karash)   \
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 \     (o) 508-879-8301   (h) 617-523-3895       /