Change Implementation Techniques for Laying a Foundation for New Ways

Technique 1.61 Barriers To Trust

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Evaluate each element in relation to your organisation by circling the appropriate number, ie if you disagree with the statement, circle 4 or 5; if you agree, circle 1 or 2, or if not applicable, circle 3

No.

Comments

Agree Disagree

1.

Management and workers not having a shared understanding of the roles each group really plays in the work performance. A real lack of empathy from both sides.

1 2 3 4 5

2.

Past histories, with previous track records of failed attempts to change and the perceived lack of management credibility due to past lies.

1 2 3 4 5

2.

A general lack of communication leading to a lack of real involvement.

1 2 3 4 5

4.

Inconsistency of decisions made by management, often without explanation.

1 2 3 4 5

5.

No targets for individual work groups to monitor their performance against.

1 2 3 4 5

6.

An overall lack of education about the money side of the business and bigger picture.

1 2 3 4 5

7.

Lack of honesty, with everyone pushing own agendas.

1 2 3 4 5

8.

Rampant rumour mills which help to create a very poor communication system.

1 2 3 4 5

9.

Company using consultants to do the dirty work or eliminate jobs.

1 2 3 4 5

10.

Managers failing to follow‐up and not actioning decisions.

1 2 3 4 5

11.

Managers with a closed‐door policy who are not available to the workers.

1 2 3 4 5

12.

Transparent personal ambitions often lead to conflict of interest.

1 2 3 4 5

12.

Lack of recognition in the frontline for good ideas. Managers stealing ideas.

1 2 3 4 5

14.

The fear of letting go and the loss of control by managers and supervisors.

1 2 3 4 5

15.

Managers who command no respect and have no credibility but are still left in their positions of power.

1 2 3 4 5

16.

Not having an open information policy or practice.

1 2 3 4 5

17.

Not dealing with issues face‐to‐face. Not confronting problems quickly.

1 2 3 4 5

18.

"Sweetheart" deals between certain workers and managers.

1 2 3 4 5

19

The reluctance that most workers and managers have towards changing.

1 2 3 4 5

20

Existing control‐and‐command culture of most organisations.

1 2 3 4 5

21

The formation of teams seen by some employees as a means to remove or destroy the union.

1 2 3 4 5

22

The concerns of loss of power by both management and unions

1 2 3 4 5

23

Managers and workers having different lunch times, cafeteria, clothing, uniforms, car parks, etc.

1 2 3 4 5

24

Managers and workers being close‐minded in problem‐solving processes.

1 2 3 4 5

25

Many people feeling insecure with their soft skills and their interpersonal interactions.

1 2 3 4 5

26

The continual shifting of the goal posts by management.

1 2 3 4 5

27

Many experiences of nothing changing after restructures

1 2 3 4 5

28

Management who continually rotate their positions.

1 2 3 4 5

29

Generation gaps where many older people resist change.

1 2 3 4 5

30

Workgroups who lack definite boundaries for decision‐making.

1 2 3 4 5

31

Workers having absolutely no involvement at all in the process of decision‐making.

1 2 3 4 5

32

Lack of recognition for results or efforts in difficult conditions.

1 2 3 4 5

33

Managers and some workers who are continually playing the "power politics" game.

1 2 3 4 5

34

Office segregation by physical barriers.

1 2 3 4 5

35

Job uncertainty and money worries, ie will we lose pay?

1 2 3 4 5

36

Inconsistent managers who preach one thing and practise another.

1 2 3 4 5

37

Workers not getting a chance to know managers socially

1 2 3 4 5

38

Rapid changes in the workplace without planning or notice.

1 2 3 4 5

39

Lack of loyalty, with too many "jobs for the boys".

1 2 3 4 5

40

Managers with a "get back to you" but "never do" style.

1 2 3 4 5

41

The flattening of management leaving no clear career path

1 2 3 4 5

42

No real business goals or vision shared by management and the frontline.

1 2 3 4 5

43

Too much bureaucracy and too many empire builders.

1 2 3 4 5

44

Change for change's sake plus the fear that management will change things without considering if necessary.

1 2 3 4 5

45

Management with no overt/explicit values

1 2 3 4 5

46

A veil of secrecy surrounding all information.

1 2 3 4 5

47

Managers who make decisions in isolation and hand them down.

1 2 3 4 5

48

Union demarcations which pit worker against worker.

1 2 3 4 5

49

Punishment for openness or for making mistakes and the lack of management support for new ideas.

1 2 3 4 5

50

Management continually breaking promises.

1 2 3 4 5

51

Inequality of team members because of different levels of pay.

1 2 3 4 5

52

Ownership of positions and turf protection, with a lack of real support for those attempting to follow the career path.

1 2 3 4 5

53

The general pressure of day‐to‐day business which makes the environment reactionary rather than one of controlled planning.

1 2 3 4 5

54

Management's fear of their authority being slowly eroded.

1 2 3 4 5

55

Inadequate skill development in management training programs for effective change management.

1 2 3 4 5

56

Management continually over‐ruling team decisions.

1 2 3 4 5

57

Workplace agreements that are not being honoured with new multi‐skilling activity, resulting in many people moving to different jobs and working at lower pay rates.

1 2 3 4 5

58

Performance targets which are too high to achieve.

1 2 3 4 5

59

Autocratic styles of managers and team leaders.

1 2 3 4 5

60

A lack of self‐esteem in groups that have been treated badly in the past.

1 2 3 4 5

61

A total lack of confidence in the ability of managers to effectively work with people.

1 2 3 4 5

62

Too much competition between people for limited opportunities and resources rather than any co‐operation for shared outcomes.

1 2 3 4 5

63

Not having performance management systems to collect objective performance data.

1 2 3 4 5

64

Workers have absolutely no trust or belief in information given out by the managers. Is it real?

1 2 3 4 5

65

Failure of managers to really understand individual needs.

1 2 3 4 5

66

People who continue to misunderstand shared information.

1 2 3 4 5

67

Managers failing to provide the necessary industry techniques and time to work through the issues of trust.

1 2 3 4 5

68

The general conflict between different personalities.

1 2 3 4 5

69

The formation of cliques that appear to be inherent in many social structures.

1 2 3 4 5

70

Constant failure of managers to fully understand gender differences and ethnic issues.

1 2 3 4 5

71

The lack of a common language that both workers and management can understand.

1 2 3 4 5

72

Different cultures which exist in the workplace

1 2 3 4 5

73

The fear of reprisal by more dominant people over submissive people.

1 2 3 4 5

74

Too many decisions made without actual data to support the decisions

1 2 3 4 5

75

Too much corporate intervention in site management.

1 2 3 4 5

(source: Grant Donovan, 1998)


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