The Need to Control

最新推荐文章于 2016-08-23 16:24:14 发布

nancey204

最新推荐文章于 2016-08-23 16:24:14 发布

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shackles control things

I’ve been thinking a lot about what I call Middle Management Mentality, and define it as a need to assume ownership and control things even if one doesn’t have an idea how to do either. I guess that I wanted to pretend I would be able to navigate around this mindset no matter what. Like I was special…

When I was in the Air Force, the status quo was to build up an empire around you, even if you were given something to manage that didn’t require an empire. Its just what everybody did… If you didn’t do it, you were wrong.

My last job in the Air Force had me commanding a detachment of one enlisted troop and four kids bedding. I took the job knowing that it would end on my watch unless I could build it into something else. Despite my best efforts to find a new mission for the team, I just wasn’t able to make that happen. I was bred to build and control a mini empire and I was in the perfect place to do it, but I couldn’t. Not in the sense that I had failed, but rather in the sense that it just didn&rsquo, cheap wedding dress;t make sense, so I wouldn’t. My organization had been around for 10 years supporting a customer that had become self sufficient. We couldn’t add anymore value, so I figured out a way to close down shop.

We ran out of work for one of the contractors early on, and that fact coupled with it just not being a good fit led me down the path of doing more with less. It wasn’t really doing more with less because this individual wasn’t really doing much. I gave two months bedding set, which was probably too much, and we moved on.

At the end of my three years, we had accomplished our mission and effectively ran out of things to do. We were set up to assist in cheap bedding down new trainer aircraft at pilot training bases. To put it plainly, we ran out of aircraft and bases. Job well done. At that point in time though, my instincts had evolved. Instead of clawing to save my organization, I made it go away when I left. My customers liked the idea, as they saw their budgets evaporating before their eyes, therefore my command liked the idea too.

It was the right thing to do.

That instinct is something that appeals to me about social technologies. The simplified formula looks like: Makes Sense = Do It, Doesn’t Make Sense = Don’t Do It. That instinct is the opposite of what I’ve seen among most middle managers in large organizations, however. The need to build and control at all costs runs rampant in large organizations from what I’ve seen. Middle Managers either see something that they want their name on or fear something that they don’t understand, or both, and the shackles get placed on progress until a whole new set of people come into the mix and start over.

There is no passion in controlling something.

I think that this mentality needs to change before " cheap bedding" can truly transform large organizations. How that change will happen is anybody’s guess, but it has to happen. I buy into the idea of an internal groundswell but am unsure at this point if its enough. There may need to be a catalyst from the top to affect this kind of change.

I’m interested to read what you think about all this… Am I on to something, or way out of line? Would love to get your take on it.