Disturbing employee quotations
“He would find a hole in the data and then explode.”
“I would see people practically combust.”
“There are so many people running for the door not just because the ship is sinking, but because the captain of the ship is screaming at them, blaming it on them, and telling them it’s their fault.”
“The joke in the office was that when it came to work/life balance, work came first, life came second, and trying to find the balance came last.”
“You learn how to diplomatically throw people under the bus.”
You might be excused for thinking these quotations stem from some terrifying, corporate Ayn Rand winner-takes-all hell-hole where fear, intimidation, and bullying ruled the day. Ironically, these quotations come from employees of two of the most famous retailers on the planet.
Neuroscience has become a rising star in the sky of management theory. The notion or conviction that we can improve behavior and interaction in the workplace to enhance performance, innovation and health by understanding how our brain—the organ that is most involved in determining our behavior—works is on the rise.
Innovation continues to be a hot topic. The Boston Consulting Group’s 10th annual global survey of the state of innovation shows that 79 percent of respondents ranked it as the company’s top-most priority or a top-three priority—the highest percent since the survey began in 2005. Whether in business, non-profit, sports, or entertainment, most organizations are continuously asking the question, “How can we become more innovative?” Leaders have quickly recognized that their organization’s competitive position largely depends on its capacity for innovation.
Collaboration is the buzz word of the 21st century and for good reason. Today employees work on all kinds of teams and cross functional groups to help firms remain agile and productive in response to market change and global business complexity. This basic fact of work-life places the necessity to build a culture of collaboration at the forefront of work.
If an organization wishes to inspire and sustain innovation, a culture of innovation is required. And while there are many variations and hybrids within innovation cultures, the basic components remain constant. Of course, this does not mean that innovation can’t survive in a non-innovation culture; it just faces much longer survival odds and its success will likely be despite the organization’s culture and not because of it.