Fear, hope and change

Mechanical Bureaucracy, the designation proposed by Mintzberg, long ago which is a form of obsolete thinking and managing. The vast majority of us already understand, socially and economically, what are their threats, weaknesses and malfunctions. So, we have to reflect, to propose and pursue new ways to build the attention towards the human being, in a sustainable and acceptable attitude of changing that status quo. We can consider that the command and control systems reflect, as has been previously stated by the classical theory of administration, a deep distrust vis-à-vis the commitment and competence of the employees. They also tend to exaggerate the negative events, so the sanctions arising as a way to force conformity and order. Maybe that's why many organizations are filled with anxious employees that are hesitant to take the initiative or rely on their own judgment. The organizational adaptability, innovation, authenticity and engagement of employees can only happen in a culture of high trust, low fear and meaningful. In such an environment, the information is widely shared, controversial opinions are freely expressed and accepted, risk-taking is encouraged and the failure is not exorcised. Fear paralyzes, creates mistrust, demoralizing and limits people — should be driven out of our management systems. The era of the "Great Man", the all-wise, all-powerful leader-as-decider has lasted for a long time. Leaders must become enlightened social architects — individuals who are able to co-create environments that engender an extraordinary and fulfilled achievement. To make this transition from "command and control" to "motivate and guide", organizations need to develop leaders who believe it is essential to create commitment and alignment without resorting to traditional instruments of bureaucratic control. The True North is an organization full of authentic leaders who, with all the hope, pull everyone to the top. It is no longer enough just to have a good cash flow. Stakeholders and consumers have become demanding and time / money is not everything. Resilient organizations must be flexible, innovative, inspiring, meaningful and socially responsible. This means that they have to rebuild the foundations of thought leadership and practices. Scholars and practitioners should seek new principles in fields as diverse as anthropology and culture, biology and entropy, design and urbanism, diving in political science and democracy, ecology and sustainable economy, power and management. It's definitely time to change and respect each other.