Organisational helplessness in the public sector
Article Type: Abstracts From: Strategic Direction, Volume 25, Issue 3
Knight J.Organisations & People, August 2008, Vol. 15 No. 3, Start page: 87, No. of pages: 9
Purpose – provides a case study of organizational helplessness. Design/methodology/approach – undertakes to investigate why some organizations become “stuck” and appear unable to make the right changes to ensure future organizational success, in spite of knowing what needs to change. Presents a case study of one such organization where matters appeared to be getting worse in spite of changes having been implemented; suggests that this organization was suffering from “damaging behaviours arising from a detrimental collective mindset”. Presents background information on the public sector organization; describes how the author, a visiting consultant, set about identifying the organization’s problems and the reasons employees appeared to be locked into behaviours that were self-defeating. Looks at the insight gained from the data collected from employees; drawing on general systems theory and social defence systems considers how learned helplessness may be responsible for creating a dysfunctional organization; offers some suggestions on how organizations can become ”unstuck”. Originality/value – analyses the roadblocks preventing an organization from making effective change.ISSN: 1350-6269Reference: 37BA022
Keywords: Corporate culture, Employee attitudes, Employees behaviour, Organizational change
