Often what we think to be good interpersonal communication is actually a barrier to learning. Managers tend to say and do things to keep morale high, to be considerate and positive, and to not open the Pandora’s box of problems. But in effect, as Argyris points out, they are preventing employees from confronting problems and learning from mistakes. Managers’ behavior often discourages questioning about the underlying values and rationale for organizational decisions and practices. For the sake of harmony, bad practice goes unexamined. It is understandable. People do not want to experience embarrassment, loss of control, tension, and unhappiness in the workplace. However, the cost is enormous. The organization does not learn from its own behavior.
To avoid these organizational defensive routines, ask the hard questions and encourage others to do the same. Confront the hard facts and sensitive feelings. Ask others, “What goes on in this organization that prevents us from questioning these practices and getting them corrected or eliminated?” and “What can we do to bring about a change?”
But be careful not to punish people for being open and honest when you hear their responses! This is easy to do without realizing it, so be on your guard. If an employee takes a risk and tries something new and fails, focus on what was learned rather than on what went wrong. If an employee challenges a practice that you started or you support, do not immediately try to think of reasons why the employee’s thinking is wrong— instead, try to find ways in which you can incorporate the employee’s ideas. If an employee asks, “Why does the company continue to offer a service that is losing money?” Do not say that it is because management wants it done. Find out the rationale, and report this back to the employee. Focusing on what went wrong or trying to poke holes in someone’s ideas and shifting blame are all examples of reactions that feel like punishment to the person on the receiving end.
Keep in mind the principles of dialogue presented earlier in this book: Try to understand the other person’s point of view, rather than convince that person of your position. Listen to each other, surface underlying assumptions and beliefs, and weave connections among ideas. Look for clarity. Do not look for solutions. Agreement is not important. What is important is listening to all ideas and opinions.
Once you fully understand the employee’s ideas and suggestions, demonstrate that you value this openness and honesty by acting on what the employee has said. Communicate back to the employee that his/her ideas and suggestions influenced your thinking or were part of a discussion among managers, or maybe actually changed the practice. Acting on the suggestion is not as important as letting the employee know that you value the comments and that the lines of communication are still open between you.