Libor Bešenyi (CTO)
Let's see, what kind of people work in teams and how managers affect this culture.
- Can be easily recognised, any time we say that a person behaves like a child they belong to this category
- We cannot change them (they usually deal with personal issues)
- However, we cause the disobedience in them and we have to think about the way how we cause it, this will be the key to solution
- They delegate responsibility on others or on the process
- Typically, an employee in an organization with huge control (reporting) and pyramidal hierarchy
- They come with a solution to a problem (not questions), mostly they come with requirements for process changes (so the company avoids similar problems in the future)
- They assume responsibility for the situation and don’t make excuses
- They appeal for open communication and fairness (i.e. when a problem is resolved, it will be communicated in the team and there will be corrective measures)
Obedience does not equal responsibility (this is also true in children).
The agreement does not represent dictate but common intention:
- It is necessary to define duties
- The incriminated person is looking for a way to the goal (coaching)
- The way must be approved by superiors / team (make sure that the goal is understood)
- The incriminated person defines the necessary resources (what we need to achieve the goal)
- The way should not be moralized upon (!!!), otherwise we are turning into the policeman / teacher
- The outcome: People learn to say what they need and they think independently (they do not come with requirements for solution) => they behave as partners
To address the problem, it should be identified who has the problem (not who comes up with it). Solving the problem does not necessarily relate to the person who asks for its correction
People are like a radar (again, a parallel with children):
- Action: Are we not honest? Do we mystify? Do we lie? Are we trying to cover up our ignorance?
- Reaction: subconscious signal affecting humans (they may not know; they feel it) => loss of partnership
These comments come from an article by Martina Vaclavikova. The original can be found here: