Tuesday, 23 June 2009


Organisations, through the actions of their individuals, invest in and long to see failure. Surprised?

Unresolved conflict, low trust and resentment leads to factions or individuals within organisations turning upon one another, longing to see colleagues and initiatives fail.

Let me give you an example.

Meet John Bercow the new Speaker of the House of Commons.

A new Speaker was required to drive through the pressing organisational need to reform UK parliamentary procedures. John Bercow, Conservative MP was voted in, convincingly, with a mandate to do just that.

Every member of the UK government needs reform, and I have not heard of any who openly disagree with that notion. But rather than working towards that end the Organisation turns in on itself and invests time, energy and, regrettably, reputation on sabotage.

Don't believe me? Here is the comment from one of his fellow Conservative MPs...

"If Bercow thinks he’ll be re-elected unopposed once we have a majority in the Commons he’s got another think (sic) coming," said one Conservative frontbencher." Source

Wow. With friends like these...

How do you see sabotage and a desire for failure playing out within your organisation?

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