Organizations also go
through various emotions like individuals and there are
times they go through a mental recession. This could be
due to bad leadership and politics, chaos of a merger or
an acquisition, bad economic conditions, ambiguity about
future, deteriorating organization culture and values
etc.
Typically and ironically the actions that we take to
cope with mental recession many a times increase the
problem. We reduce the salaries, cut costs, become
extremely cautious about taking risks and suddenly start
talking about performers and non-performers. The top
management feels extremely under pressure and ambiguity
creates sleepless nights while middle management feels
helpless and insecure. People at the bottom blame the
leadership and how their actions are inadequate.
When it comes to taking tough decisions, asking
important and difficult questions and taking a stand
most leaders still follow a traditional command and
control path which creates tremendous resistance,
tension and uncertainty across the whole organization in
times of change. Leaders take a call on job cuts, salary
cuts, re-structuring etc without usually involving the
whole system.
Mental recession and negativity affects productivity.
What are some of the things organizations could do to
overcome mental recession?
1. Involve the whole system in decision-making
processes. Create a compelling positive story. Let
diverse stakeholders understand the problems through
various lenses and come up with action plans. This
reduces various groups blaming each other and this
process allows every one to see organizational problems
in a systems perspective. Remember the need to come out
from the mental recession is not just yours. It is the
need of the system. You could do this regionally or all
India level. But make sure you have all the stakeholders
in on room.
2. Focus on the core positive DNA of the organization
and divert the system attention to this core and see how
as an organization you could expand this core positive
DNA. There is this psychological principle that you tend
to get what you focus on. Remember when you bought that
new car you saw the same brand more often in the
streets! So think of creative ways you can engage the
organization to focus on the core positive DNA and
expand it through out the organization. The HR
department and the internal communication department
could play an important role here or you might get an
external consultant to do this.
3. Design and implement activities that would create
an extra positive energy that can be leverages as an
escape velocity. So do not stop those off sites you used
to do instead redesign them as exercises that tap
potential and positivity of the system. Create an
organization wide intervention where people bond, share,
express and get energized. Then channelize this energy
as an escape velocity to take the organization to the
next levels leaving behind the level of mental
recession. Look at the core values of the organization
and see if you can translate these values into
demonstrable behaviors.
While taking care of the “hard” facts of recession using
strategy, it is important to address mental recession
using people initiatives that creates an escape
velocity.
