cmduncan, Author at Humane Workplaces

the entangled workplace has many dimensions that are a challenge to be aware of, understand and to respond to in constructive ways that minimize dysfunctions and optimize group performance.

November 14, 2023

The multiverse: Relational entanglements in organizations

Seth Allcorn’s recent paper (2023), The Intersubjective Entangled Multiverse, describes the “inevitable” relational entanglement in organizations.

The entangled multiverse of the workplace has many dimensions that are a challenge to be aware of, understand, and respond to in constructive ways. Meeting this challenge, while demanding, also represents a form of personal and organizational development that should not be passed up.

Have you ever wondered how to begin understanding your workplace multiverse? We can help you begin to develop intentionality in the face of the demands that mapping this uncharted territory creates. To find out how, Contact us for a free consultation.

October 24, 2023

Organizational zombies

In this post, Kris Cupp, Plant Manager for Beyond Meat in Columbia, Missouri shares with us how he approaches organization zombies in his own work. According to Cupp, “The Zombie approach has exceeded our expectations and has been a ‘game changer’ throughout our entire organization.”

Operating problems that never seem to die are not inevitable even in large complex organizations. Solving them is much easier if everyone is recruited to help kill them off and, even better, spotting them as they creep into operations and avoiding a possible Zombie Apocalypse.

September 26, 2023

Long time horizons – A hidden stressor?

Have your unfinished projects become an unacknowledged stressor in your life?

Senior level managers and executives often work on projects and change efforts that span many months, if not years. Even routine tasks such as designing new products, distribution channels, or work processes may have time horizons that stretch so far into the future those leading these efforts may not be able to see over the horizon to know or feel when completion is at hand.

There are no easy answers in terms of shortening time horizons, but being aware that long time horizons are a form of stress is important. One must acknowledge that promotions, transfers, and changes in employment deprive us of reaching a gratifying end to the creative and adventurous projects that we begin.

September 12, 2023

Committed to Ineffective Strategies?

This post provides a snapshot of Fotaki and Hyde’s (2014) article on the dynamics of escalation of commitment and how/why people in organizations become committed to ineffective strategy. The metaphor of “blind spots” is used to explain the psychodynamics of the resistance to change and denial behind being committed to ineffective strategy.

The bottom line is that sometimes escalation of commitment to ineffective strategies arises from the fears organizational members have about losing the image of “success” they hold for the organization, organizational members’ denial of the unrealistic aspects of a proposed project or initiative, or as a response to pressures from communities and society.

June 20, 2021

Surveillance of workers: Ethical?

Technology has changed the way we do our work – we can make more choices about how, when, and where we do our work than ever before. However, it has also created many new and sophisticated methods of workplace surveillance. West and Bowman (2014) report that almost 75% of major corporations monitor and attempt to control employee behavior with technology. Surveillance practices range from the use of key cards to video and audio recording. In their article in Administration and Society, they take up the question, “Are such practices ethical?”

April 4, 2021

Structural conflict?

The vertical and horizontal nature of bureaucratic and hierarchical organizations creates “structure conflict”. Structural conflict happens when the features of the organization itself (e.g. organizational chart, human resource policies, and standard operating procedures) generate spaces for destructive leadership styles and problematic interpersonal dynamics including power differentials, exclusion and discrimination, and aggression to unfold. Structural conflict is inevitable, but it does not have to become a source of dysfunction or poor performance. When managers and leaders are aware of when and where structural conflict happens they can intervene to reduce its negative effects.