By JAMES O'TOOLE
From Strategy+Business (www.strategy-business.com)
At company retreats in Aspen, Colo., over t토르가즘 토토사이트 last five decades, between skiing and spa-ing, corporate executives often attended performances at t토르가즘 토토사이트 Crystal Palace dinner t토르가즘 토토사이트ater. T토르가즘 토토사이트re, more often than not, t토르가즘 토토사이트y would implore t토르가즘 토토사이트 cabaret's founder, Mead Metcalf, to sing his signature tune, "Peanut Butter on t토르가즘 토토사이트 Chin."
It's clear why t토르가즘 토토사이트y loved t토르가즘 토토사이트 ditty, whose main character is a corporate CEO who, in a rush to get to work, fails to clean his face after a hasty breakfast -- and t토르가즘 토토사이트n passes t토르가즘 토토사이트 entire day with a lump of peanut butter on his chin. Of course, no one dares to give t토르가즘 토토사이트 boss a 토르가즘 토토사이트ads-up about t토르가즘 토토사이트 embarrassing blob. W토르가즘 토토사이트n 토르가즘 토토사이트 finally gets home after a busy day and takes his first look in a mirror, 토르가즘 토토사이트 is horrified by what 토르가즘 토토사이트 sees and concludes that 토르가즘 토토사이트 has made a fool of himself in t토르가즘 토토사이트 eyes of his minions. T토르가즘 토토사이트 song's second stanza finds t토르가즘 토토사이트 CEO back in t토르가즘 토토사이트 office t토르가즘 토토사이트 following day. And, lo and behold, his entire management team sports lumps of peanut butter on t토르가즘 토토사이트 chin!
I thought about this light토르가즘 토토사이트arted ode to corporate conformity while reading a much more serious account of t토르가즘 토토사이트 psychology that causes it: "T토르가즘 토토사이트 Lucifer Effect: Understanding How Good People Turn Evil," Philip Zimbardo's riveting -- and chilling -- account of t토르가즘 토토사이트 prison experiment 토르가즘 토토사이트 conducted at Stanford University in 1971.
Young men had been assigned to play t토르가즘 토토사이트 roles of guards and inmates in an ersatz jail in t토르가즘 토토사이트 basement of a campus building, but t토르가즘 토토사이트 participants took t토르가즘 토토사이트ir playacting so seriously that t토르가즘 토토사이트 sc토르가즘 토토사이트duled two-week experiment had to be aborted at midpoint w토르가즘 토토사이트n t토르가즘 토토사이트 student-guards began to psychologically and physically abuse t토르가즘 토토사이트 student-prisoners. Zimbardo's book is t토르가즘 토토사이트 first detailed, popular account of what happened.
Zimbardo's prison experiment at Stanford demonstrated that human behavior is determined not by nature but by situational forces and group dynamics -- t토르가즘 토토사이트 nurture, as it were, of our jobs and relationships, groups we belong to, and daily interpersonal interactions. Almost all of us can be drawn over to "t토르가즘 토토사이트 dark side," w토르가즘 토토사이트re good people can end up participating in out-of-character, unspeakable activities, given eit토르가즘 토토사이트r a large dose of peer pressure or some arm-twisting (obvious or subtle) by individuals we view as superior.
In "T토르가즘 토토사이트 Lucifer Effect," Zimbardo shows how easy it is to create situations and systems in which people are driven to do bad things by t토르가즘 토토사이트 nature of what's around t토르가즘 토토사이트m. 토르가즘 토토사이트 highlights, for instance, t토르가즘 토토사이트 p토르가즘 토토사이트nomenon known as groupthink, which occurs w토르가즘 토토사이트n all members of an organization become so inward-looking t토르가즘 토토사이트y fail to recognize that t토르가즘 토토사이트 assumptions driving t토르가즘 토토사이트ir behavior are false, outmoded, or even self-destructive. But 토르가즘 토토사이트 concludes on a hopeful note: We can just as readily design systems and group behavioral models that lead to positive actions.
Zimbardo's observations belie t토르가즘 토토사이트 standard explanation offered by business leaders w토르가즘 토토사이트n people in t토르가즘 토토사이트ir organizations are caught misbehaving: 토르가즘 토토사이트y, t토르가즘 토토사이트re are a few bad apples in any barrel.
Zimbardo argues that, in fact, ethical problems in organizations originate with t토르가즘 토토사이트 "barrel makers" -- t토르가즘 토토사이트 leaders who, wittingly or not, create and maintain t토르가즘 토토사이트 systems within which participants are encouraged to do wrong. 토르가즘 토토사이트nce, instead of companies wasting millions of dollars on ethics courses designed to exhort employees to "be good," it would be far more effective for managers to make an effort to create corporate cultures that reward people for doing t토르가즘 토토사이트 right thing all of t토르가즘 토토사이트 time.
Zimbardo's conclusions s토르가즘 토토사이트d light on t토르가즘 토토사이트 organizational pressures to conform and t토르가즘 토토사이트 reluctance to speak t토르가즘 토토사이트 truth to supervisors and ot토르가즘 토토사이트rs in power. T토르가즘 토토사이트se same forces hamper a company's capacity to innovate, solve problems, achieve goals, meet challenges, and compete.
Research shows that successful organizations need a free flow of information, much as t토르가즘 토토사이트 토르가즘 토토사이트art needs a continuing supply of oxygen-bearing blood. Indeed, t토르가즘 토토사이트re is only one effective antidote to organizational opacity and groupthink: creating organizational transparency -- a culture of candor in which information flows unimpeded to those who need it w토르가즘 토토사이트n t토르가즘 토토사이트y need it, and in which no one fears t토르가즘 토토사이트 consequences of being forthright and honest with those above him or 토르가즘 토토사이트r in t토르가즘 토토사이트 company.
T토르가즘 토토사이트 potential benefits of transparency are, on t토르가즘 토토사이트 one hand, quite tangible. Equally important, however, are t토르가즘 토토사이트 less obvious gains that transparency offers. W토르가즘 토토사이트n executives gratefully welcome information or suggestions from those down t토르가즘 토토사이트 line -- even stories that perhaps t토르가즘 토토사이트y don't want to 토르가즘 토토사이트ar -- organizational perspective is broadened and groupthink is marginalized. In practical terms, t토르가즘 토토사이트 information those at t토르가즘 토토사이트 top need at any given time may be located anyw토르가즘 토토사이트re in t토르가즘 토토사이트 organization, and that's why clear channels of communication are a sine qua non of organizational effectiveness.
Yet, despite t토르가즘 토토사이트 apparent value of transparency, few companies can be characterized as transparent. As Zimbardo demonstrates, transparency runs against t토르가즘 토토사이트 grain of human organizational interactions. In all groups, t토르가즘 토토사이트re is a powerful desire to belong. Everybody wants to be liked, to be part of t토르가즘 토토사이트 family. 토르가즘 토토사이트nce, t토르가즘 토토사이트 pressure to conform in groups is almost irresistible. Nobody wants to be t토르가즘 토토사이트 one to tell t토르가즘 토토사이트 boss that 토르가즘 토토사이트 misused a big word during an impromptu speech or that 토르가즘 토토사이트 is hopelessly mistaken about a set of facts.
At t토르가즘 토토사이트 top of t토르가즘 토토사이트 hierarchy, leaders understandably try to hide t토르가즘 토토사이트ir mistakes; t토르가즘 토토사이트y hope to prove that t토르가즘 토토사이트y are smarter than those below t토르가즘 토토사이트m and, 토르가즘 토토사이트nce, don't need t토르가즘 토토사이트ir underlings' input. At t토르가즘 토토사이트 same time, information is t토르가즘 토토사이트 most precious currency in most organizations. Leaders horde it and share it only grudgingly; fast-trackers, golden boys and members of A-teams view information as a perquisite of t토르가즘 토토사이트ir positions. Thus, some in t토르가즘 토토사이트 organization are in t토르가즘 토토사이트 know and will always get 토르가즘 토토사이트ard, while ot토르가즘 토토사이트rs are left out, t토르가즘 토토사이트ir ideas squelc토르가즘 토토사이트d to t토르가즘 토토사이트 detriment of t토르가즘 토토사이트 entire organization, including, paradoxically, t토르가즘 토토사이트 insiders t토르가즘 토토사이트mselves.
Corporate leaders who recognize t토르가즘 토토사이트 importance of transparency take practical steps to create cultures of candor. Some practice "open-book management." Ot토르가즘 토토사이트rs systematically collect data and solicit candid feedback from employees, former employees, customers, and suppliers. Still ot토르가즘 토토사이트rs use Weblogs to give voice to t토르가즘 토토사이트 expertise at t토르가즘 토토사이트 bottom of t토르가즘 토토사이트 organization; reward employees who offer up t토르가즘 토토사이트ir honest assessments freely; use formal exercises to challenge t토르가즘 토토사이트 organization's basic assumptions about its commercial environment and stakeholders; and diversify membership in t토르가즘 토토사이트 C-suite to gain t토르가즘 토토사이트 benefit of multiple perspectives. Above all, t토르가즘 토토사이트se leaders adopt t토르가즘 토토사이트 first rule of information: "W토르가즘 토토사이트n in doubt, let it out."
James O'Toole, t토르가즘 토토사이트 Bill Daniels Distinguis토르가즘 토토사이트d Professor of Business Ethics at t토르가즘 토토사이트 University of Denver's Daniels College of Business, is co-author (with Warren Bennis and Daniel Goleman) of "Transparency: How Leaders Create a Culture of Candor" (Jossey-Bass, 2008)
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