The chain of anger. Maybe a good title to say how the states of frustration are generated by people who work in an organization.
In our times it is common to see how initiatives are developed in organizations that go in the direction of showing an image consistent with certain highly exportable "values".
One of them is Corporate Social Responsibility. Today many companies work hard on the development of reports with high levels of detail supported by figures that address aspects that in reality, many times, have never been taken seriously by the Board of Directors, and even less on a day-to-day basis by Managers. Thus, on more than one occasion, it has been my turn to see executives, middle managers and employees who must contribute with analysis and reports that feed reports of this nature and that at the time of writing them people feel frustration since a dangerous situation begins: the real questioning regarding of what we are showing has a true human dimension and not just a political one that allows the company to be among the "Responsible".
It is common for employees reading these statements to ask questions such as and when is this or that done? And in what way does this said here reach me or my subordinates if I have never seen it? or others like this is a way of marketing with figures that are politically correct but do not represent the true hidden spirit that prevails in managers.
It is no less pertinent to ask the question about what is the relationship we have with deep ethics, which should lead us to make reflections, through which it shows us if we have conscientiously reviewed a more real dimension of things. This will sometimes lead us to make decisions that open up two possibilities, correct so that the indicators are really felt and understood by the members of the organization or continue working on a report that in the long term will give more than talking to employees about the existence of truth.
In the University to this day, they teach how to make shareholders richer, and that is not bad, but we have not yet taken an important step to develop the ability to train executives who are healers of organizations and leaders capable of addressing issues such as Corporate Social Responsibility from a human and transcendent perspective. This requires clarity and integrity that starts from the deepest values and that translates into proactive action to build with everyone and corrective action to repair and redirect what has already been done and frustrates many employees.
Corridor anger is sometimes the reflection of an accumulation of ungrateful states that a person gradually absorbs, but that although the organization is willing to "pay" via salaries, prizes and bonuses, these situations will end up tiring even the most entire employees, why? because people do not have infinite resistance, which often translates into unnecessary rotations in the company, generating a high cost due to the loss of valuable people.
