This year's "how are we doing?" employee survey included a comments section, which I answered as honestly as possible.
Communications with senior leaders are less clear than with group leaders because the former are delivered through sub-group leaders, which often results in a game of broken telephone whereby a sub-group leader can answer WHAT must be produced but is blind to the intent of the deliverable. Another bottleneck is decision making which is portrayed as a socratic process but is highly prone to managers' personal feelings and emotions especially in critical situations - as a result, an authoritarian, and at times irrational and unprofessional, command line is established.
Communications with senior leaders are less clear than with group leaders because the former are delivered through sub-group leaders, which often results in a game of broken telephone whereby a sub-group leader can answer WHAT must be produced but is blind to the intent of the deliverable. Another bottleneck is decision making which is portrayed as a socratic process but is highly prone to managers' personal feelings and emotions especially in critical situations - as a result, an authoritarian, and at times irrational and unprofessional, command line is established.
