How can we address violence in companies, societies, and institutions in 2024? (Here are 10 tips for navigating this overwhelming reality in search of necessary and coherent transformation)
(By Marcelo Maurizio together with Maximiliano Rodriguez Otero) An evident symptom of violence is the following responses: “I don’t have time,” “I only listen to micro-summaries of what I need,” “We’ve always done it this way,” “Just tell me concrete things, not nonsense I don’t understand.” In a company where the leader, the board, or the manager yells, or does so very softly but always with negative energy, and in response to new proposals, doubts, inquiries, or complaints says: “That’s just smoke,” “You’re not clear,” “Tell me what one plus one is,” “You’re wasting our time because we’ve always done it this way and we’re not going to change,” “We’ll never be able to do that because it’s crazy,” “I’ll kill you,” “Your idea is stupid, it’s for Japan, not here,” or similar phrases, these are alerts not only of violence but of incompetence (and that’s why there’s so much denial). Violence is not listening; and when we say not listening, we don’t mean not allowing someone to speak or present, but rather “not listening.” Because there was never an intention to move from the established position, anything—even when irrefutable and demonstrating that another possibility exists—will be subjected to a series of destructive actions that imply acts of violence. This is a central insight of all planning today, of all consulting, and in every organizational analysis.
(By Marcelo Maurizio together with Maximiliano Rodriguez Otero) An evident symptom of violence is the following responses: “I don’t have time,” “I only listen to micro-summaries of what I need,” “We’ve always done it this way,” “Just tell me concrete things, not nonsense I don’t understand.” In a company where the leader, the board, or the manager yells, or does so very softly but always with negative energy, and in response to new proposals, doubts, inquiries, or complaints says: “That’s just smoke,” “You’re not clear,” “Tell me what one plus one is,” “You’re wasting our time because we’ve always done it this way and we’re not going to change,” “We’ll never be able to do that because it’s crazy,” “I’ll kill you,” “Your idea is stupid, it’s for Japan, not here,” or similar phrases, these are alerts not only of violence but of incompetence (and that’s why there’s so much denial). Violence is not listening; and when we say not listening, we don’t mean not allowing someone to speak or present, but rather “not listening.” Because there was never an intention to move from the established position, anything—even when irrefutable and demonstrating that another possibility exists—will be subjected to a series of destructive actions that imply acts of violence. This is a central insight of all planning today, of all consulting, and in every organizational analysis.