3 Signs of Organizational Dysfunctionality and How To Fix It

We all have worked for dysfunctional companies at one time or another. Most of the time, we view them through the lens of people — whether it be domineering bosses, hostile work environments, or sweat-shop-like circumstances. However, there are three common behaviors that can permeate a company and create dysfunction, even if the people and teams are the nicest on the planet.

1. Decisions drag on for months.

I have witnessed talented people leaving companies because they couldn’t handle the lack of deliberate decision-making anymore. Many got tired of internal corporate bickering, self-sabotaging, and snails-pace decision-making, so they left.

Why does this happen? Sometimes it’s culture, where the organization is highly risk averse, and seeks knowledge perfection before pulling the trigger, rather than encouraging experimentation. Sometimes it’s power plays.

How to fix it? Put decision-making into 3 categories. First, those decisions which can be made independently. Second, those that need another look, whether from a peer or superior, that impact another area of the organization. Third, those that are big investments, long-term, or major changes. Then act on those categorizations accordingly.

2. So many meetings

There are endless meetings. Many meetings are for show rather than function. Meetings tend to be 95% talk and 5% action. Most of the time, a bulk of attendees really don’t need to be there. Other times, it’s a case where even if a decision is made, it gets cycled back through in subsequent meetings because a real decision hasn’t yet been made.

Why does this happen? Oftentimes, companies want to ensure no one department feels isolated or excluded, so it becomes an ‘everyone attends’ meeting. Alternatively, some meetings have such exclusivity, decisions are made with a select group of people, and the other meetings are really designed to sell the pre-made decision to the remainder.

How to fix it? Most companies believe there are too many meetings, and try to limit the frequency or days where meetings can occur. However, it’s not the frequency, but the function. Instead, for every meeting, determine the one thing that needs to be accomplished up front, and don’t end the meeting until it’s achieved. This forces efficiency, as well as transparency.

3. Hurry up and wait (aka new idea killing)

Some initiatives are urgent. Others are not. Yet, many times, organizations push something quickly through the pipeline, only to get to a point where everything comes to a grinding halt. This cycle can happen many times over the course of a year or more. Frequently, when the initiative restarts, the old work is scrapped and things start from scratch.

Why does this happen? In most instances, moving a new idea forward quickly is intended to build momentum and buy-in, where if given enough traction, no one will step up to squash it. But someone does. And you can’t restart with the same premise because it now has a stigma. Other times, the idea grows to a point where it becomes a major initiative and is quickly halted because other people need to make the go/no-go decision on it.

How to fix it? Begin with fleshing out the idea on paper, identifying where the perceived roadblocks will be. More importantly, outline what the initiative will deliver — focusing on the outcome, not the idea. Identify folks who are influential and who will back you. Then, identify what fears (whether legitimate or not) the final decision-makers will have and determine how you’ll address them, understanding these perceptions are often primarily based on emotion rather than logic. Lastly, give them a visual — whether it be a mockup, prototype, or physical concept to see — rather than words on a PPT — to make the idea tangible.

There’s no way to fully eliminate dysfunction in an organization, but you can start to chip away at it. This requires dedication, focus, consistency, and most importantly, honesty. Stop justifying things as unchangeable, and start taking action, even if in your own department or area. Habits take time to break, and if you’ve been doing these behaviors for decades, they won’t change overnight.

About the Author

Andrea’s 25-year, field-tested background provides practical, behavioral science approaches to creating differentiated, human-focused organizations. A 4x ADDY award-winner, TEDx presenter, and 3x book author, she began her career at a tech start-up and led the strategic sales, marketing, and customer engagement efforts at two global industrial manufacturers. She now leads a change agency dedicated to helping organizations differentiate their brands using behavioral science.

In addition to writing and consulting, Andrea speaks to leaders and industry organizations around the world. Connect with Andrea to access information on her book, keynoting, research, or consulting. More information is also available at www.pragmadik.com or www.andreabelkolson.com.

Originally published at https://www.linkedin.com.