Alignment

Alignment involves a 2 way process in communications; a purpose may not be shared, because while management has a sense of direction, it is too complicated or blurry for other employees.

. Conflicting messages confuse people, and provide an excuse for not supporting the new direction.

. The organisation operates by authoritarian decree and/or by too much detail. Communication should not be dictatorial.

. Although everyone must be prepared for changes in behaviours and even in values, management establishes conditions that enable such change. If management is not authentic in their espoused convictions and sincere in their behaviour, there will be little trust and consequently little safety for the reflection that leads to authentic change.

. Not handling the trust and personal reflection gaps, iegaps exist between the statements and behaviours. There is a need to "walk the talk"or "lead by example". Remember that communication comes in deeds and words; with deeds being more powerful, ie "actions speak louder than words". Most people have grown cynical about the mismatch between espoused values and management's actual behaviour. The purpose is then not seen as a challenge but simply represents business as usual.

. Managers are trained in management techniques, and as a result can underestimate the importance of a shared purpose

. Be careful of the marathon syndrome, ie in a road race of 1,000 participants, the front runners take off like rabbits, others in the middle start slower, and some at the rear are still waiting to start. By the time the leaders have finished, those at the rear are just starting.

 

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