A “yes man” culture that is adverse to dissent can not only be stifling for employees, but in some cases, can be downright dangerous. So how do you create a culture where everyone feels empowered to bring their ideas to the table?
On today’s episode of Culture Kit, Haas School of Business professors and organizational culture experts Jenny Chatman and Sameer Srivastava answer a question from Shuchi Mathur, the Vice President of Customer Experience at Reelgood. Jenny and Sameer share examples of companies they’ve worked with like Pixar and Netflix that have built cultures around celebrating failure and farming for dissent.
Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!”
You can learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at www.haas.org/culture-kit.
*The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.*
Jenny & Sameer’s 3 Main Takeaways:
- Be intentional – recognize that you need to go out of your way to prioritize dissent; otherwise you might inadvertently stifle it.
- Build systems – some organizations even establish processes to encourage people to take deliberate action to surface dissent. This is mission-critical in an organization where life and safety are on the line.
- Model what you want to see – leaders need to actively model a willingness to admit when they’re wrong and own up to mistakes. At the same time, they can seek out and defer to expertise, rather than acting like they always have the answers.
Show Links:
Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!”
Learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at www.haas.org/culture-kit.
*The Culture Kit with Jenny & Sameer is a production of UC Berkeley's Haas School of Business and the Berkeley Center for Workplace Culture and Innovation. It is produced by University FM.*
