| > It seems like some sort of decision was made that say, "when
>economic times are bad, we have to stop this nice guy BS and do things the
>way other companies work, and if you don't like it, get out."
If you have a concrete example, write it down and PLEASE tell your
Personal Rep about it. If the Pers Rep thinks it is ok, go on till you
reach someone who has still our mind.
In what language must I explain that we are killed by the inside if you,
who believe in the open door policy, don't use it to solve such problems???
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| As far as I know, there has never been "management by consensus" at DEC.
This is a very good thing. If you have to get everybody's agreement before
you do anything, then hardly anything ever gets done. It is exceedingly
difficult to get a large group of people to agree on something. If a consensus
finally is reached, the result often has so many compromises in it that it
is unworkable. Management by consensus is the best way to reach bad decisions
for which nobody is responsible.
Instead, there are two very positive ways of doing things that I've seen.
The first thing is delegating authority along with responsibility. If one
is made responsible for doing something, one should also have the power to
make the decisions to insure that the job is accomplished successfully.
This is the idea behind the "designated responsible individual" (DRI)
concept in Engineering. There is one person who is designated as the one
responsible for bringing a product development project to successful completion.
This person (usually the project's development manager) makes the final decision
on all aspects of the project. The Phase Review process and the
product sign-off process make sure that the DRI has solicited the opinions
of others who are involved in the development process, but the final decisions
are the DRI's.
Usually, everybody will be in agreement or close to agreement on issues,
so the DRI's decisions represent consensus. In those cases where a consensus
cannot be reached, however, it is important that there be somebody who both
has the power to make a final decision and is held personally accountable
for that decision.
--PSW
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| I have always been under the impression the "getting buy-in" is
a corporate norm. I assume that you are referring to 'buy-in'
when you mention getting everyone to agree to something before
it is implemented.
I have a lot of DEC culture papers. One in particular, "A Study
in Corporate Cultures, Digital Equipment Company, THE MYTH: A
CULTURAL OPERATING MANUAL" by Reesa E. Abrams describes 'buy-in'
in her EXPRESSIONS DICTIONARY. It is an accepted practice, but
has evolved, I think, into an accepted practice, when it is
convenient for the person who is trying to implement something.
In response to the person who thought that the practice takes too
long and is an impossible task -- I agree with the time factor, but
disagree with the impossibility. It is possible to get everyone
to agree on SOMETHING, though it may not be what you wanted in the
first place. Also, though there may be those that disagree with
the result, they at least had an opportunity to voice their differences.
Any Organization Design consultant will be able to cite examples of
the success of using 'buy-in'. It is MUCH easier to implement a
change that everyone had a part in discussing, than to TELL people
what the change is and expect them to accept it.
Diana
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| As a 4 digit badge number holder, I feel I have some feel for the "old"
as well as the new DIGITAL (or DEC as we used to say)...
Yes, there have been changes that cannot be avoided as the company has
grown to the current size, but I feel the best feature of working at
DIGITAL is still in place. If I feel something needs doing, I can gain
access to those who are responsible and make my feelings known...I do
not pay a "price" for my input, I am heard. Now, realistically, I
cannot expect for all things to be changed to suit me, but I can get
my say, and if enough of us have the same say, change happens. Example,
the company car Plan A issue. I am also a partner with my management
in deciding my career development, which path I will take, and what
training I will pursue. I have always had the option to negotiate with
management concerning tasks I am asked to perform, if there are no other
options, then I have to do the job, but I have always felt they do care
what I want and try, within reality, to satisfy my needs while getting
the business taken care of. If you do not have that relationship with
your management, you should FIRST examine how you might establish better
communication, and if that fails, then elevate your concerns through
the personnel representative you are assigned to. You need never be
a silent victim in this company....BUT, if all a manager ever hears is
compaints, he/she may tune you out, not as a policy, but because of
human nature.
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