Shift 4: Them and Us to Collaboration
The major obstacle for organizational change is an outdated psychological contract, where employees still refer to management as them and themselves as us, and vice versa.
The newly appointed CEO in the government agency, Samantha, identifies as her first major challenge as breaking down the boundaries between departments. She observes that the agency is organized around several “silos”—it’s a typically bureaucracy. This is evident even at the senior management level. The most important cross-functional team—the senior management team—is disjointed and not operating cohesively. Managers arrive at executive meetings with their functional “hat” on and fail to consider issues from the perspective of ...
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