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Write You - How to Bust Bureaucracy
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• Gradual loss of original purpose.
Bureaucracy is cancer of the organisation - unnecessary growth that becomes self-serving.
Because the bureaucracy grows within the culture of the organisation, it is seldom noticed
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In your own organisation, do you ever think "Why are we doing this?" or "Why aren't things moving as planned or desired? Do you notice people becoming more difficult to deal with? Do you sense a rising level of frustration? Has your workplace lost its shine? Perhaps it's becoming or already is bureaucratic.
Often unnoticed in an organisation's growth is a tendency towards bureaucracy. It's rarely intentional, yet very common.
Here are some other symptoms of bureaucracy:
• Ineffective meetings - too long, too frequent, too little value.
• Less direct and personal communication - too many emails or "memos".
• Ever growing procedures and operations "manuals"
• Defensive, protective and internally competitive decisions and behaviour. Shows as fear-based thinking - "we better do this in case…" or "we better not do this in case…"
• Growing sense of mediocrity in human performance.
• Gradual loss of original purpose.
Bureaucracy is cancer of the organisation - unnecessary growth that becomes self-serving.
Because the bureaucracy grows within the culture of the organisation, it is seldom noticed
Every great corporation we see today started as a business idea. It must have started as a small business and developed into a large-scale business over time and effort. Having this in mind, success of these small businesses should be taken very seriously in order to have a virile and sustainable economic growth in any nation like ours.For example in Africa, Nigeria has about 35% return on investment, which is the highest in the worl
Often unnoticed in an organisation's growth is a tendency towards bureaucracy. It's rarely intentional, yet very common.
Here are some other symptoms of bureaucracy:
• Ineffective meetings - too long, too frequent, too little value.
• Less direct and personal communication - too many emails or "memos".
• Ever growing procedures and operations "manuals"
• Defensive, protective and internally competitive decisions and behaviour. Shows as fear-based thinking - "we better do this in case…" or "we better not do this in case…"
• Growing sense of mediocrity in human performance.
• Gradual loss of original purpose.
Bureaucracy is cancer of the organisation - unnecessary growth that becomes self-serving.
Because the bureaucracy grows within the culture of the organisation, it is seldom noticed
Change is the law of life.― John F. KennedyAn emergency room (ER) nurse kept hearing complaints from patients who had been waiting for hours to see a doctor. After reading The 2,000 Percent Solution, she began to keep track of how long it took various kinds of patients to get the attention they needed. She was shocked to find that those who were too sick or injured to explain their problems but who appeared to be ok
Here are some other symptoms of bureaucracy:
• Ineffective meetings - too long, too frequent, too little value.
• Less direct and personal communication - too many emails or "memos".
• Ever growing procedures and operations "manuals"
• Defensive, protective and internally competitive decisions and behaviour. Shows as fear-based thinking - "we better do this in case…" or "we better not do this in case…"
• Growing sense of mediocrity in human performance.
• Gradual loss of original purpose.
Bureaucracy is cancer of the organisation - unnecessary growth that becomes self-serving.
Because the bureaucracy grows within the culture of the organisation, it is seldom noticed
"People" is not just the name of a magazine, it is the subject of virtually every story published today. How people use a certain product. Why they behave the way they do. And what activity they're engaged in that is charming, disarming, or alarming. It's all about the people.Most business publications tell us about people we can never identify with, even though we love to read about them. They have seemingly unlimited resources
• Defensive, protective and internally competitive decisions and behaviour. Shows as fear-based thinking - "we better do this in case…" or "we better not do this in case…"
• Growing sense of mediocrity in human performance.
• Gradual loss of original purpose.
Bureaucracy is cancer of the organisation - unnecessary growth that becomes self-serving.
Because the bureaucracy grows within the culture of the organisation, it is seldom noticed
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• Gradual loss of original purpose.
Bureaucracy is cancer of the organisation - unnecessary growth that becomes self-serving.
Because the bureaucracy grows within the culture of the organisation, it is seldom noticed by those within and rarely effectively dealt with by those within - after all, they are the unintentional cause!
Treating bureaucracy requires awareness, courage, determination and correct action with the full commitment of leadership.
Like most cancer treatment, the common approach is to cut burn and poison. The results too often are "It grew back again" or "We cured the bureaucracy but the organisation died".
Bureaucracy is best prevented and treated by leaders ensuring the culture has these characteristics:
• All systems are simple, connected and serve the prime purpose of the organisation.
• A high level of functional direct personal interaction and communication throughout the organisation.
• Continuous though careful pruning of the unnecessary.
• Always challenging procedure with the "Why" question. If the answer is defensive, protective or fear-based - seek to prune it.
• Avoidance of complacency and blind acceptance of any routine. If anything requires "rationalisation
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