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)