Sooner or later the culture of fear takes its toll on your organization.

In the culture of fear people are afraid to say what you think, speak the truth, take responsibility, to confront any initiative or conduct. No risks for fear of the consequences of being wrong. It is feared the reactions of leaders.

The culture of fear promoted defensive or offensive behavior such as lack of transparency, dishonesty, unfair competition, concealment of information, lack of delegation and other forms of work that are negative for the organization.

How the culture of fear arises?

The culture of fear is developed in response to behaviors such as:

Some leaders have to cope with emotional conflict or simply when you do not agree with something that was done explosions.
Leaders communicate little, are not transparent in their communication or “everything is confidential.”
Some leaders are aggressive passively. That is, they devalue or threaten to use indirect language and sarcasm.
Stories proliferate sanctions or disciplinary action against employees who have taken risks, they have said what they thought or have confronted someone about something.
The company has high turnover and there is a widespread feeling of job insecurity.
People it is measured only by results but take into account other behaviors or circumstances.
Among the collaborators there is a feeling of being used, deceived or betrayed by their leaders.
There is an atmosphere of secrecy, behind closed doors and not why decisions are communicated.
The work is done under principles of distrust, excessive controls and minimal delegation.
Leaders do not usually meet their commitments and there are many inconsistencies between what is said and done.
The consequences of the culture of fear in the behavior of employees is characterized by:

Do not use their full potential preferring to remain in “safe area” and avoiding taking any risks.
Cut way to achieve maximum results in the short term without care for the consequences it can bring to the organization in the long run.
Refrain from sharing constructive criticism or views that differ from those of the leaders.
Hide all relevant business information but can reveal themselves or some leader mistakes.
Have a defensive attitude towards any change.
Lie and hide mistakes to cover the traces of a bad decision.
Avoid ordering the necessary resources to do a good job.
Blaming others for mistakes.
In short, the energy of the people is focused on defending and care for your skin rather than the goals of the company. There are no words as proactivity, initiative, collaboration or compromise.

When we multiply these behaviors by hundreds or thousands of employees over the years it shows that survivors often remain morally, mentally and emotionally helpless and scared to act differently disabled.

While it is difficult to measure the true cost of the culture of fear for the organization, Franklin Covey, author of “The Speed of Trust”, has found that companies with a culture of high confidence have had on average three times more profitable companies with a culture of low trust.

Covey says that low-trust culture creates a high tax on all interpersonal transactions, slows the work and increases costs.

Sooner or later the culture of fear takes its toll on your organization.

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