• Nederlands
  • About antidote, anger and sadness.

    Processing the anger and sadness that inevitably develops in organizations requires a dialogue that focuses on the strength and positivity inherent in people.

    Structures, processes, and routines are regularly (re)designed. This is done quickly and efficiently thanks to technology. Often with pre-configured systems and processes thanks to smart experts. "Us, as we are in the organization", frequently leaving stunned and powerless.

    We experience all this as overwhelming and intimidating. Not that we're showing this. We loyally cooperate, contribute upon request, and preach the new gospel. But the processing is slower. Our logics in word, image, and action have not yet been adjusted. We experience inability, feel frustration, and develop a longing for when everything was "as it used to be". Ultimately, this causes friction and tension. Visible in subversive behaviour, in unspoken distrust, in gossip and backbiting.

    These become collective emotions that nestle in the collective memory and behaviour of an organization. Until we think it's normal not to trust each other. Just finding it easy to speak ill of each other. Finding it common to manipulate and haggle. Even if this otherwise normal human behaviour goes so far that it no longer contributes to the functioning of the organization. As the lubricant of the informal, the poison gets into our system. And with it the poison in our own active existence.

    Absorbing and processing this poison can or should even be a role for the leaders in the organization. Unfortunately, the opposite is also true, they themselves intentionally or unintentionally feed the undercurrent of sadness and anger.

    But more is possible. By bringing the conversation back into the organization, we can look for what hinders us and what gives us energy again. Can we examine our logics and connect them to the processes and structures that have already been established. Can we bridge differences, bring people together and create connections. Everything we used to be toxic we now use to detox. We gossip until we see what helps us and what doesn't. Name our distrust to develop trust. And examine our behavior to convert subversive elements into informal effectiveness.

    This is not something that comes naturally. This requires commitment, stamina, respect for those involved and positivity. Leadership to balance the hard reality in our processes and systems, with our soft and unruly reality in our thinking and doing. Learning together starts with a good conversation. Learning together is the antidote.

    Rene de Baaij

  • English
  • About antidote, anger and sadness.

    Processing the anger and sadness that inevitably develops in organizations requires a dialogue that focuses on the strength and positivity inherent in people.

    Structures, processes, and routines are regularly (re)designed. This is done quickly and efficiently thanks to technology. Often with pre-configured systems and processes thanks to smart experts. "Us, as we are in the organization", frequently leaving stunned and powerless.

    We experience all this as overwhelming and intimidating. Not that we're showing this. We loyally cooperate, contribute upon request, and preach the new gospel. But the processing is slower. Our logics in word, image, and action have not yet been adjusted. We experience inability, feel frustration, and develop a longing for when everything was "as it used to be". Ultimately, this causes friction and tension. Visible in subversive behaviour, in unspoken distrust, in gossip and backbiting.

    These become collective emotions that nestle in the collective memory and behaviour of an organization. Until we think it's normal not to trust each other. Just finding it easy to speak ill of each other. Finding it common to manipulate and haggle. Even if this otherwise normal human behaviour goes so far that it no longer contributes to the functioning of the organization. As the lubricant of the informal, the poison gets into our system. And with it the poison in our own active existence.

    Absorbing and processing this poison can or should even be a role for the leaders in the organization. Unfortunately, the opposite is also true, they themselves intentionally or unintentionally feed the undercurrent of sadness and anger.

    But more is possible. By bringing the conversation back into the organization, we can look for what hinders us and what gives us energy again. Can we examine our logics and connect them to the processes and structures that have already been established. Can we bridge differences, bring people together and create connections. Everything we used to be toxic we now use to detox. We gossip until we see what helps us and what doesn't. Name our distrust to develop trust. And examine our behavior to convert subversive elements into informal effectiveness.

    This is not something that comes naturally. This requires commitment, stamina, respect for those involved and positivity. Leadership to balance the hard reality in our processes and systems, with our soft and unruly reality in our thinking and doing. Learning together starts with a good conversation. Learning together is the antidote.

    Rene de Baaij

    De Baaij, Verbeeten & Partners BV
    Jonkershof 16
    6561 AL Groesbeek
    +31(0)641924275


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