What is it about?
Incoming managers can build mutual with employees if they admit gaps of employees' local and tacit kow-how, but mostly such managers avoid it, are detached or autocratic and generate descending trust spirals which barred locals’ knowledge-sharing. In their ignorance they used immoral subterfuge, furthered distrust, shaped low-trust cultures, and mismanaged.
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Why is it important?
Because without the unique updated detailed local and tacit know-how and phronesis (Greek for practical knowledge) acquired by employees during coping with their tasks, managers are doomed to mistakes and failures which they often even don't know their reasons and how to prevent them.
Perspectives
As a participant observer and managers-interviewer I witnessed many times of knowledge gaps concealment as a dark secret by either detachment or autocracy that generated descending trust spirals which barred locals’ knowledge-sharing. In their ignorance managers used immoral subterfuge, furthered distrust, shaped low-trust cultures, and mismanaged. However, such managers often managed mediocrely by “riding” on the successes of trusted vulnerably involved mid-levelers. Only a few “jumpers” generated ascending mutual trust spirals by vulnerable involvement, learned from and with locals, and succeeded by shaping high-trust innovation-prone cultures.
Dr Reuven Shapira
Western Galilee Academic College
Read the Original
This page is a summary of: ‘Jumper’ managers’ vulnerable involvement/avoidance and trust/distrust spirals, Journal of Trust Research, August 2019, Taylor & Francis,
DOI: 10.1080/21515581.2019.1653767.
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