ABSTRACT
One characteristic of this stage is that feelings are not dealt with, usually because it is not seen as appropriate to consider the way others feel and certainly not to discuss feelings openly. Generally, emotions are seen as something only appropriate to one’s private life with the workplace being for work. If feelings and emotions do come to the fore they are usually immediately brushed under the carpet. People conform to the established line, often because that is the way in which things have always been done and sometimes because they are too scared to suggest changes. Even constructive ideas about change are not welcomed and people usually learn that it is safer not to ‘rock the boat’ by making unwanted suggestions. This usually results in people being disheartened and leadership seldom being challenged. Little care is shown for other people or their views and this is frequently characterized by a lot of talking and little real listening. Meetings tend to comprise a series of statements with people queuing to put their point of view without listening to what goes before or after. Personal weaknesses are covered up because the group lacks the skill to support or to eliminate them. Mistakes are used as ‘evidence’ to help convict people rather than as opportunities to learn. There is no shared understanding of what needs to be done and often the leader has a different view from those being led. Where there is clarity this is often because people’s instructions have come from the top rather than because they have shared in the determination of plans. Mistakes are frequently covered up by individuals as they know that they will be seen as failure and this means that team members do not get the opportunity to learn from their mistakes and improve. Outside threats are met by defensiveness, increased bureaucracy, paperwork and rules. People confine themselves to their own defined jobs and the boss takes most of the decisions.
