The People Process: Understanding people is what it's all about.

SIGNS OF AN UNHEALTHY ORGANIZATION

Andrew Gibbons of the UK published ?50 Signs of an Unhealthy Organization? in January 2007.? I think they are very accurate and felt that my clients may be interested in taking note of some of them.

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Any organization will have its own specific indicators of ill-health.? Future organizational success, in Mr. Gibbons? view, will depend as much on the efforts made to put right what is going wrong, as ?just? focusing upon building on the positive factors.

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Signs of an unhealthy organization:

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Influential senior managers are in their last jobs, with no desire or incentive to rock the boat.? As a result, change and those that crave it are viewed as threats and blocked or worse.

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Confidence in the leadership diminishes and may even be challenged.

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Managers are reluctant to develop their people for fear of creating rivals.

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Employees get little or no feedback on their performance.

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Needlessly bureaucratic and obstructive administrative systems get in the way of the real business of the organization.

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Internal, inter-functional conflicts are not confronted, and these escalate.

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Rumors abound.

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New starters are left to ?sink or swim?.? Induction is seen as an event and not a process.

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Individuals feel they are not rewarded in relation to their personal contribution and effort.

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There is no sense of urgency where this should be seen.

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New ideas and innovations are suppressed by a management that feels it must be the source of all that is creative and praiseworthy.

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Key decisions are taken without consultation or perceived consideration of those most affected ? no thought is given to the fact that people will support what they helped to create.

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Too long passes between deciding to do something and the implementation of decisions.

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Rules and procedures are openly broken with impunity.

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The purpose of the organization is unclear ? or senior managers have very different thoughts on what this is.? This confusion is passed down with adverse operational effects.

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Too many people play the ?that?s not my job? game ? doing the bare minimum and displaying a lack of concern for their colleagues.

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Roles and responsibilities are unclear and/or overlap.

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Even relatively minor decisions are made at higher levels than are sensible.? Employees at all levels are not empowered to make their own decisions without reference upwards.

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Praise is rare, particularly from senior managers, who if ever seen, are felt to be remote and uncaring.

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People in one part of the organization have no idea what other parts do ? nor do they care enough to find out.

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Meetings proliferate, often without purpose or structure, with too little happening as a result to cause those who take part to feel they were a good use of time.

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There is little or no enthusiasm for learning and development, especially amongst senior management who lead by poor example, and know it all, thank you very much.

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