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The Phenomenon Of "Emperor'S New Clothes" In Enterprises

2008/8/6 12:41:00 41761

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The story of "the emperor's new clothes" in Andersen's fairy tales satirize those who are too strong in vanity. At the same time, he also leaves such an inspiration: the supreme power is not to see the illusion but to be confused by the false "atmosphere".

The subordinates are not willing to expose their foolishness. Only those who are unfamiliar with the world can shout.

The phenomenon of "emperor's new clothes" is reflected in the fact that the corporate culture that is not open and inclusive will stifle innovation and initiative.

Corporate culture is the source of what and what enterprises oppose. Business management should not only focus on tasks and goals, but also feedback from bottom to top. Communication barriers from bottom to top almost appear in most of the companies I come into contact with.

Is it possible for enterprises to understand and listen to grassroots opinions only by consulting companies?

Why is there no loop in communication between enterprises?

Is there no way for the enterprise itself?

I think a similar communication problem exists in an enterprise. The primary responsibility should be the leader of the enterprise. I believe that an excellent business leader can at least rely on his own efforts to guide the enterprise to change some habits.

Business leaders are business leaders, not high powered owners.

In order to avoid the phenomenon of "emperor's new clothes", the leaders of enterprises should mobilize the wisdom of the masses and open up more channels of communication. As far as I know, nowadays more and more senior managers of brand enterprises will regularly schedule the time to communicate with employees, which is undoubtedly important for the development of enterprises.

The phenomenon of "the emperor's new clothes" is more obvious in a "big tree" type of enterprise, because in the "big tree" type of enterprise, the voice of the business leaders is often filled with the voices of others, and the voices of others can not be heard.

It is easy to get a frank and thorough communication with subordinates, to accept the correct opinions and suggestions, and to turn opinions and suggestions into enterprise improvement management actions.

Young employees who are new recruits often like to ask questions. They are like children in the new clothes of the emperor. They are unscruples. These people are often a headache for HR and business leaders, because the opinions of these employees are almost unacceptable. Some of them have touched the cultural forbidden area of the company.

If an enterprise looks at this kind of problem with an open attitude, it may actually mobilize the enthusiasm of young people. For example, the opinions and suggestions put forward by a young employee are better, managers should be recognized and put into practice. If opinions and suggestions are not too reliable, they should be encouraged, and they must not be criticized, because criticism not only stifle an employee enthusiasm, but is likely to encounter the problem of "new clothes of Emperors".

Enterprises should have democracy and, of course, not flood.

To build a democratic and open enterprise culture, the enterprise must start from the words and deeds of the leaders of the enterprise. The leader of the enterprise should lead the management to form an honest and pragmatic style. This premise is to win the trust of the employees.

Sum up an enterprise, want to give a word to the leader of the enterprise: remember what you said, because for employees, it is a promise; remember what you did, because for employees, it is a benchmark.