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Related Experiment Videos

The passive-aggressive organization.

Robert S Kaplan1, David P Norton

  • 1Booz Allen Hamilton, Chicago, USA. neilson_gary@bah.com

Harvard Business Review
|October 28, 2005
PubMed
Summary
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Passive-aggressive organizations hinder progress due to unclear decision-making and poor communication. Addressing flawed processes and rewarding valuable contributions are key to overcoming organizational inertia.

Area of Science:

  • Organizational Behavior
  • Management Science

Background:

  • Passive-aggressive organizations appear harmonious but suffer from stalled initiatives and lack of progress.
  • This dysfunction often stems from flawed processes and policies, not necessarily unmotivated employees.

Purpose of the Study:

  • To identify the root causes of organizational inertia in passive-aggressive environments.
  • To propose strategies for overcoming systemic issues that impede company growth and performance.

Main Methods:

  • Analysis of organizational structures and decision-making processes.
  • Examination of communication patterns and incentive systems within affected companies.

Main Results:

  • Decentralization attempts often lead to unclear managerial authority, causing decision-making paralysis.

Related Experiment Videos

  • Poor information flow and misaligned incentives stifle employee initiative and performance appraisal.

    • Conclusions:

    • Implementing clear decision rights and ensuring decisions are upheld is crucial.
    • Rewarding information sharing and value creation, rather than political maneuvering, can revitalize organizations.
    • External intervention may be necessary to signal and enact significant change.