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Unwritten rules.
'Ceremonious' or 'underground' rules based on tradition, presumptions or dictums can also inhibit a PD process; here are examples:
- "That's the way we always do it." Or "I think that's what they want."
- To protect a fiefdom: e.g. "I need to own the shared database because it's my creation."
- Hoarding Knowledge to be a hero, Guru or to contain control for political value: "That knowledge stays within this group; understand?"
- Corporate Viscosity: Traditions and values not transcribed into written rules.
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What to do about it!
Never operate from unwritten rules. Confusion, contradictions and inconsistencies in a PD project will occur since others may not be aware of, or place credence in, such rules.
- Determine unwritten rules through one-on-one interviews with practitioners of those rules.
- Eliminate inappropriate and useless rules (rules that do not positively impact the PD process or outcome).
- Officially, incorporate the relevant, necessary, consistent and efficiency-promoting rules. I.e. turn them into written rules.
Rules need to promote efficient processes and not create turf battles, managerial silos, or bureaucracy. Rules should not be based on EGO, hubris, and uninformed opinions or from an emphasis on maintaining useless status quo.
Direct all official (written) rule activity from the corporate Level so it is widely acknowledged.
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©2003, Richard M. (Dick) Haney
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