Why Hide Organisational Issues?
Why Hide Organisational Issues?
Avoidance Doesn’t Help
No, it doesn’t. While it may offer short-term relief, avoidance perpetuates anxiety and, to some extent, depression within the organisation. The longer an issue remains unaddressed, the more it allows negative sentiments and unproductive behaviours to fester. This isn’t just an individual concern; it undermines organisational health.
What’s the Cost of Avoidance?
When an organisation avoids confronting issues or treats them as “undiscussables”, whether they’re toxic behaviours, inefficient ways of working, or a flawed company culture, it misses out on vital learning opportunities. Ignoring the problem or keeping it off the table essentially communicates, “This organisation can’t deal with this,” thereby fuelling collective anxiety for the next challenge. It’s like shunning an exam due to the fear of failing; there’s no feedback to drive improvement.
Are Undiscussables Really Taboo?
Addressing so-called “undiscussables” can actually lead to breakthroughs within the organisation. These are often issues everyone is aware of but avoids discussing openly. By transforming these undiscussables into discussables, an organisation can uncover root causes of systemic issues, thereby paving the way for effective solutions.
Are There Benefits to A Direct Approach?
Certainly. Taking a direct approach to problems can be a catalyst for long-term benefits within the organisation. Facing an issue head-on can be uncomfortable but it reveals not only the gaps that need filling but also the strengths that can be leveraged. Discomfort is often the price of progress.
How to Overcome Initial Discomfort
Problems may seem more daunting when they’re initially addressed. However, as the organisation gains the skills and knowledge to cope effectively, the discomfort diminishes. What initially induced anxiety can become manageable or even trivial. The key is to focus on long-term gains over short-term discomfort.
Are There Exceptions?
Indeed. There are instances where avoidance might seem like the right move, such as emotionally draining or unsafe situations. These are unique cases where avoidance actually serves as a form of approaching the problem through a different strategy, like setting boundaries. The organisation amy wish to choose their approach to suit the particular situation faced.
What’s the Bottom Line?
Smart organisations choose to cultivate a culture where problems aren’t shunned but addressed in the most effective manner for the organisation’s context. Avoidance doesn’t make a problem disappear; it merely postpones the inevitable and often makes it worse. Remember, facing an issue may be tough initially, but it’s the most promising strategy for long-term organisational health.
Think Different
I completely agree with the author’s perspective on avoidance within organizations. Avoidance of problems, toxic behaviors, and other issues can indeed lead to long-term negative consequences. It’s essential for organizations to address these concerns head-on and foster a culture of open communication. Here are some additional thoughts on the topic:
Open Communication is Key: To transform undiscussables into discussables, organizations must encourage open and honest communication among team members. This can be achieved through regular feedback sessions, anonymous reporting channels, or even dedicated forums for discussing challenging issues.
Leadership Plays a Vital Role: Leaders should set an example by addressing issues directly and constructively. When leaders demonstrate that they are willing to tackle problems, it empowers employees to do the same.
Learning from Failure: Failure is a part of growth and innovation. By addressing issues and learning from mistakes, organizations can improve and innovate more effectively. Avoidance, on the other hand, stifles growth and learning opportunities.
Psychological Safety: Creating a psychologically safe environment is crucial. Team members should feel safe speaking up about concerns without fear of retribution. This encourages a culture of problem-solving rather than avoidance.
Seeking Professional Help: In cases of emotionally draining or complex issues, organizations may benefit from seeking the help of external professionals, such as counselors or conflict resolution experts. These experts can facilitate productive discussions and resolutions.
Addressing issues directly, even if it involves initial discomfort, is the path to long-term organizational health and success. Avoidance may provide temporary relief, but it hinders growth and positive change.
Pingback: Syed Salman Mehdi
Syed. Your comment does a fantastic job of elaborating on the blog post’s points, and your insights on leadership, open communication, learning from failure, psychological safety, and seeking professional help, like organisational psychotherapy, contribute to a fuller understanding of the topic. Organisational psychotherapy can be a game changer in addressing complex or emotionally draining issues, providing a specialised approach to fostering a healthier organisational culture. Thanks for such a comprehensive and enriching addition to the discussion.