*little appreciation expressed among people for the work that others are doing; appreciation that is expressed usually directed to those who get most of the credit anyway.
tendency to identify what is wrong; little ability to identify, name, and appreciate what is right and take the time to produce quality growth
the organizational structure is set up & much energy spent trying to prevent abuse & protect power as it exists rather than to facilitate the best out of each person or to clarify who has power & how they are expected to use it
people respond to new or challenging ideas with defensiveness, making it very difficult to raise these ideas
the defensiveness of people in power creates an oppressive culture
things are either/or good/bad, right/wrong, with us/against us
closely linked to perfectionism in making it difficult to learn from mistakes or accommodate conflict,
no sense that things can be both/and
all resources of organization are directed toward producing measurable goals
things that can be measured are more highly valued than things that cannot, little or no value attached to process; if it can't be measured, it has no value
if its not a memo, it doesn't exist does not take into account or value other ways in which information gets shared
those with strong documentation & writing skills are more highly valued, even in organizations where ability to relate to others is key
decision-making is clear to those with power & unclear to those without it
those with power think they are capable of making decisions for & in the interests of those without power
those without power understand they do not have it
And its seen as limited, only so much to go around
those with power are threatened when anyone suggests changes in how things should be done in the organization, feel suggestions for change are a reflection on them
those with power assume they have the best interests of the organization at heart and assume those wanting change are ill-informed (stupid), emotional, inexperienced
people in power are scared of conflict, try to ignore it or run from it. when someone raises an issue that causes discomfort, the response is to blame the person for raising the issue rather than to look at the issue which is actually causing the problem
equating the raising of difficult issues with being impolite, rude, or out of line
accountability, if any, goes up and down, not sideways to peers or to those the group is set up to serve. desire for individual recognition & credit leads to isolation
creates a lack of accountability
the belief that there is such a thing as being objective
the belief that emotions are inherently destructive, irrational, & should not play a role in decision-making or group process
invalidating people who show emotion
impatience with any thinking that does not appear ëlogicalí to those with power
the belief that those with power have a right to emotional & psychological comfort (another aspect of valuing logic over emotion)scapegoating those who cause discomfort