{"id":15597,"date":"2023-10-23T09:00:28","date_gmt":"2023-10-23T06:00:28","guid":{"rendered":"https:\/\/www.kariyer.net\/ik-blog\/?p=15597"},"modified":"2024-08-13T15:09:26","modified_gmt":"2024-08-13T12:09:26","slug":"sagliksiz-sirket-kulturunun-12-belirtisi","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/sagliksiz-sirket-kulturunun-12-belirtisi\/","title":{"rendered":"Sa\u011fl\u0131ks\u0131z \u015firket k\u00fclt\u00fcr\u00fcn\u00fcn 12 belirtisi"},"content":{"rendered":"

Sa\u011fl\u0131ks\u0131z bir \u015firket k\u00fclt\u00fcr\u00fcnde bulundu\u011funuzu nas\u0131l anlars\u0131n\u0131z? \u00d6zellikle ekip lideri veya \u00fcst d\u00fczey y\u00f6neticiyseniz, bu k\u00fclt\u00fcr\u00fc “yaratan” davran\u0131\u015flardan hangilerinin sizden kaynakland\u0131\u011f\u0131n\u0131 nas\u0131l anlayabilirsiniz? \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i, bu sorular\u0131n cevab\u0131n\u0131 ve daha fazlas\u0131n\u0131 bu yaz\u0131da a\u00e7\u0131kl\u0131yor.<\/strong><\/p>\n

Belli bir zamandan sonra liderler i\u00e7inde bulunduklar\u0131 k\u00fclt\u00fcr\u00fcn \u00f6zelliklerini anlayamaz, sezemez olabilirler ve bir t\u00fcr k\u00f6rl\u00fck geli\u015ftirebilirler… Bir organizasyon i\u00e7indeki davran\u0131\u015flara nesnel olarak bak\u0131ld\u0131\u011f\u0131nda, d\u00fcr\u00fcst g\u00f6zlemler ciddiye al\u0131n\u0131rsa k\u00fclt\u00fcr\u00fcn<\/a> sa\u011fl\u0131kl\u0131 olup olmad\u0131\u011f\u0131 da anla\u015f\u0131labilir. Bu yaz\u0131da sa\u011fl\u0131ks\u0131z organizasyondaki olas\u0131 davran\u0131\u015f \u00f6rnekleri \u00fczerinden sizleri kendi k\u00fclt\u00fcr\u00fcn\u00fcz\u00fc de\u011ferlendirmeye davet ediyorum…<\/strong><\/p>\n

Liderler “nas\u0131l g\u00f6r\u00fcnd\u00fcklerine” odaklan\u0131yorsa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda ortaya \u00e7\u0131kan i\u015f sonucu de\u011fil, onun nas\u0131l “alg\u0131land\u0131\u011f\u0131” \u00f6nem kazanmaya ba\u015flar. Lider \u015f\u00f6yle d\u00fc\u015f\u00fcnebilir; “\u0130\u015f sonu\u00e7lar\u0131m nas\u0131l \u00e7\u0131karsa \u00e7\u0131ks\u0131n, ben kendi \u00fcst\u00fcm\u00fc olaylar\u0131 benim g\u00f6rd\u00fc\u011f\u00fcm pencereden g\u00f6rmeye ikna edebilirsem, alg\u0131m olumluya d\u00f6n\u00fc\u015febilir…” Bu da ne yaz\u0131k ki bir “sahte” ikinci ajandan\u0131n olu\u015fmas\u0131na neden olur. \u0130\u015f sonu\u00e7lar\u0131nda hedefe ula\u015famam\u0131\u015f bir lider; pazar, rakipler, \u00fcr\u00fcnler, fiyatlar ve sistem sorunlar\u0131 gibi \u00e7ok \u00e7e\u015fitli mazeretler \u00fcreterek “kendi hikayesini” yaratabilir. Bunu yapt\u0131\u011f\u0131nda art\u0131k ne yapt\u0131\u011f\u0131 de\u011fil, nas\u0131l g\u00f6r\u00fcnd\u00fc\u011f\u00fc daha \u00f6nemli olmaya ba\u015flar. Tahmin edersiniz, bu oldu\u011funda ekibi ile ili\u015fkisi de bu temel varsay\u0131m \u00fczerine geli\u015fir. Ekibine i\u015f verirken kendini d\u00fc\u015f\u00fcn\u00fcr, i\u015fler iyi gitmedi\u011finde ekibini su\u00e7layabilir, ekibine g\u00fcvenmez, ekibinden bilgi saklayabilir. Bu liste daha da uzayabilir…<\/p>\n

Ekipler aras\u0131nda g\u00fcvensizlik varsa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z bir organizasyonda i\u015fler iyi gitmedi\u011finde “sorumlu tutulacak” b\u00f6l\u00fcm olmamak i\u00e7in b\u00f6l\u00fcmler aras\u0131nda bir rekabet ve kavga olabilir. Ekip liderleri kendi ekiplerini “koruma” davran\u0131\u015f\u0131na girerek, sorunlar\u0131n ger\u00e7ek kayna\u011f\u0131n\u0131n bulunmas\u0131n\u0131 ve \u00e7\u00f6z\u00fclmesini geciktirebilirler. Genel olarak g\u00fcvensiz ileti\u015fim farkl\u0131 gruplar\u0131 da birbirlerine d\u00fc\u015fman edebilir ve “hep beraber ayn\u0131 gemideyiz” duygusunu hissetmek g\u00fc\u00e7le\u015fir.<\/p>\n

Birlikte \u00e7al\u0131\u015fan ekipler birbirlerine g\u00fcvenmediklerinde; m\u00fc\u015fteri kar\u015f\u0131s\u0131nda zor duruma d\u00fc\u015f\u00fclebilir, t\u00fcm \u015firketin \u00e7\u0131kar\u0131na olmayan davran\u0131\u015flar g\u00f6r\u00fclebilir, ekipler birbirini desteklemek yerine k\u00f6stek olabilirler. Her ekip birbirini su\u00e7lad\u0131\u011f\u0131nda nesnel ve objektif bir sonuca varmak da zorla\u015f\u0131r. Ekip liderlerinin liderlik yakla\u015f\u0131mlar\u0131na ba\u011fl\u0131 olarak baz\u0131 ekipler hatalar yapmalar\u0131na ra\u011fmen iyi g\u00f6r\u00fcnebilir, di\u011fer ekipler buna bozularak h\u0131rsla farkl\u0131 tutumlar geli\u015ftirebilirler.<\/p>\n

S\u00f6ylentiler \u00e7oksa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda “\u015feffafl\u0131k” \u00e7ok daha az g\u00f6r\u00fcl\u00fcr. Sadece \u00fcst d\u00fczey liderlerin iyi g\u00f6r\u00fcnmesini sa\u011flayacak bilgiler payla\u015f\u0131l\u0131r. Ekip liderleri kendilerini koruyacak \u015fekilde, gerekti\u011fi kadar payla\u015f\u0131m yaparlar. Fakat \u00fcst d\u00fczey y\u00f6neticiler ve ekip liderleri \u015funu unutmamal\u0131 ki “bilgiler payla\u015f\u0131lmad\u0131\u011f\u0131nda bo\u015fluklar \u00e7al\u0131\u015fanlar taraf\u0131ndan doldurulur.”<\/strong> Belli bir temele dayanmayan, \u00e7o\u011funlukla olumsuz senaryolar\u0131n yaz\u0131lmas\u0131yla bir f\u0131s\u0131lt\u0131 ve dedikodu hatt\u0131 olu\u015fur. “Resmi” a\u00e7\u0131klama gelinceye kadar konu zaten birka\u00e7 kez dedikodu dola\u015f\u0131m\u0131na \u00e7\u0131km\u0131\u015f, ne olaca\u011f\u0131 konu\u015fulmu\u015f ve “haber” de\u011feri s\u0131f\u0131ra inmi\u015ftir.<\/p>\n

\u0130\u015ften \u00e7\u0131karmalar, organizasyon de\u011fi\u015fiklikleri, \u00f6d\u00fcller gibi herkesi yak\u0131ndan ilgilendiren konularda i\u00e7 ileti\u015fimin yeteri s\u0131kl\u0131kta ve \u015feffafl\u0131kta yap\u0131lamamas\u0131 bu ikinci ve olumsuz ileti\u015fim hatt\u0131n\u0131 olu\u015fturur. \u00dcst d\u00fczey y\u00f6netimin samimi ileti\u015fimini ve g\u00fcndemlerini g\u00f6rmeyen \u00e7al\u0131\u015fanlar, bo\u015fluklar\u0131 kendi bildiklerince doldurmay\u0131 se\u00e7erler.<\/p>\n

Kat\u0131 ekip liderlerine g\u00f6z yumuluyorsa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda zorba bir yakla\u015f\u0131m g\u00f6stermesine ra\u011fmen “iyi” sonu\u00e7lar getiren veya sonu\u00e7lar\u0131n “verilen ko\u015fullarda iyi” oldu\u011funa m\u00fcd\u00fcrlerini ikna eden liderler; olumlu anlamda kay\u0131r\u0131labilir, yapt\u0131klar\u0131 g\u00f6rmezden gelinebilir ve haklar\u0131nda insan kaynaklar\u0131\/tepe y\u00f6netim uzunca s\u00fcre net bir sonuca varamayabilir. “Kurum” k\u00fclt\u00fcr\u00fcn\u00fcn bu liderleri o rollere “ta\u015f\u0131mayaca\u011f\u0131” s\u00f6ylense de bazen y\u00f6netimin bir karara varmas\u0131 uzun zaman alabilir. Zaman ge\u00e7tik\u00e7e de bu liderler hem ekibini hem de t\u00fcm k\u00fclt\u00fcr\u00fc zedelemi\u015f olurlar.<\/p>\n

Bu \u00f6zelliklerdeki liderler \u00e7o\u011funlukla sadece sonu\u00e7larla ilgilidir; s\u00fcre\u00e7le, insanlarla, kurallarla da pek ilgilenmek istemezler. Bu da yukar\u0131daki s\u0131r dolu, ileti\u015fimin zay\u0131f oldu\u011fu, korku k\u00fclt\u00fcr\u00fcn\u00fc getirir. Bu s\u00fcrecin zararlar\u0131n\u0131 g\u00f6rd\u00fcklerinde, \u00fcst d\u00fczey y\u00f6neticiler i\u00e7in \u00e7o\u011funlukla ge\u00e7 kal\u0131nm\u0131\u015ft\u0131r.<\/p>\n

Su\u00e7lama ve mobbing do\u011fal davran\u0131\u015flar haline gelmi\u015fse<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda ekip liderleri korkutarak, bask\u0131 kurarak sonu\u00e7lara varabileceklerini d\u00fc\u015f\u00fcn\u00fcrler. Sonu\u00e7 al\u0131namad\u0131\u011f\u0131nda a\u00e7\u0131k\u00e7a su\u00e7lamaktan da ka\u00e7\u0131nmazlar. Kariyerimde bir noktada \u00fclke m\u00fcd\u00fcr\u00fcm beni b\u00f6lge m\u00fcd\u00fcr\u00fcme herkesin i\u00e7inde su\u00e7layarak \u015fikayet etmi\u015fti, benim bu “utan\u00e7” dolu deneyimden ders \u00e7\u0131karabilece\u011fimi hayal etmi\u015fti.<\/p>\n

Mobbing, zorba ekip liderinin davran\u0131\u015f kodu olabilir ve uzun s\u00fcren s\u00fcre\u00e7 i\u00e7inde bu davran\u0131\u015flar\u0131 g\u00f6sterip halen organizasyonda kalabilir. Sa\u011fl\u0131ks\u0131z organizasyon, bu t\u00fcr davran\u0131\u015flar\u0131n s\u00fcratle yakalan\u0131p gere\u011finin yap\u0131lmas\u0131 konusunda da yava\u015f ve politiktir.<\/p>\n

\u00dcst y\u00f6netim tutars\u0131zsa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda tepe y\u00f6netimin kararlar\u0131n\u0131n tutars\u0131zl\u0131\u011f\u0131 varsa g\u00f6ze \u00e7arpacakt\u0131r. Bu bazen bir ki\u015finin kay\u0131r\u0131lmas\u0131, mobbing’in g\u00f6r\u00fclmemesi, benzer olaylarda farkl\u0131 yakla\u015f\u0131mlar g\u00f6sterilmesi, aile \u015firketlerinde aile \u00fcyelerine yaranma ve onlar\u0131n tutars\u0131z yakla\u015f\u0131mlar\u0131n\u0131n k\u00fclt\u00fcr olarak kabul edilmesi olabilir.<\/p>\n

Ba\u015far\u0131s\u0131zl\u0131klar\u0131n k\u00f6k sebepleri konu\u015fulmuyorsa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda bir proje iyi gitmedi\u011finde, bir sat\u0131\u015f kaybedildi\u011finde sorumlu ekip lideri bu yanl\u0131\u015f\u0131 birilerinin \u00fczerine y\u0131kabilir ve bunu \u00e7o\u011fu zaman a\u00e7\u0131ktan yapmaz. Kendi \u00fcst y\u00f6netimine sunum yaparken bir ki\u015fiyi veya ko\u015fullar\u0131 su\u00e7layabilir, sorumluluktan ka\u00e7abilir. K\u00f6k sebep soruldu\u011funda mazeretler bulunur ve bir hikaye yaz\u0131l\u0131r.<\/p>\n

Ekip kendi i\u00e7inde ise \u00e7o\u011funlukla “ne olup bitti\u011fini” hi\u00e7 konu\u015fmaz. Ekip lideri kendi hatas\u0131 veya zay\u0131fl\u0131\u011f\u0131 olarak alg\u0131lanabilecek bir diyalog ya\u015fanmas\u0131na izin vermez. Bu da \u00e7o\u011funlukla “olay sonras\u0131 tart\u0131\u015fma” diyebilece\u011fimiz “post-mortem” tart\u0131\u015fmalar\u0131n\u0131n hi\u00e7 olmamas\u0131 gibi bir sonu\u00e7 do\u011furur. Korkuyla y\u00f6netilen sa\u011fl\u0131ks\u0131z k\u00fclt\u00fcrlerde liderler hi\u00e7 bir zaman “Neyi yanl\u0131\u015f yapt\u0131k?”, “Ben lider olarak neyi daha iyi yapabilirdim?” ve “Bundan neler \u00f6\u011frendik?” sorular\u0131n\u0131 a\u00e7\u0131ktan sormazlar. Sorsalar da kendi “hikayelerine” uygun bir cevab\u0131 perde arkas\u0131ndan yayarlar.<\/p>\n

Yard\u0131m istemek zay\u0131fl\u0131k olarak nitelendiriliyorsa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda yard\u0131m istemek, \u00f6zele\u015ftiri yapmak olumlu davran\u0131\u015flar olarak g\u00f6r\u00fclmez. Yard\u0131m istense de “bunun arkas\u0131nda acaba ne var?” gibi \u015f\u00fcpheci bir yakla\u015f\u0131m\u0131 tetikler. Yard\u0131m istendi\u011finde hemen ba\u015fka ki\u015filere bu “haber” yay\u0131larak yard\u0131m isteyenin kredisi azalt\u0131lmaya \u00e7al\u0131\u015f\u0131l\u0131r.<\/p>\n

Proje toplant\u0131lar\u0131nda “neye ihtiyac\u0131n\u0131z var?”, “size kim yard\u0131m etsin?” gibi sorular sorulur; fakat bu sorular o ikinci ajanda i\u00e7inde pek samimi de\u011fildir.<\/p>\n

Terfi sistemi tart\u0131\u015fmal\u0131ysa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonlarda terfi kriterleri net de\u011fildir, \u00fcst d\u00fczey y\u00f6netim tutars\u0131z olabilir, ki\u015fisel alg\u0131lar\u0131n g\u00fcc\u00fc olmas\u0131 gerekenin \u00e7ok \u00fczerinde olabilir. B\u00f6yle durumlarda “kay\u0131rma” ve “\u015fansl\u0131 terfiler” g\u00f6r\u00fcl\u00fcr. Bunlar oldu\u011funda “liyakat” olmadan y\u00fckselenler organizasyonun i\u015f yapma kalitesini, i\u015f sonu\u00e7lar\u0131n\u0131 ve s\u00fcrekli mazeret \u00fcretecekleri i\u00e7in de k\u00fclt\u00fcr\u00fc olumsuz etkilerler. Bir \u015firkette “O arkada\u015f\u0131n o rolde olmamas\u0131 gerekiyor asl\u0131nda ama….” gibi c\u00fcmleler bol bol kuruluyorsa i\u015fte bu inan\u00e7 olabilir.<\/p>\n

Ekip liderleri mikro y\u00f6neticilik yap\u0131yorsa<\/strong><\/h2>\n

Ekip liderleri ekiplerine g\u00fcvenmediklerinden, kendi alg\u0131lar\u0131n\u0131 en \u00f6nde tuttuklar\u0131ndan, verdikleri i\u015fin zaman\u0131nda ve “onlar\u0131n istedi\u011fi gibi” yap\u0131lmas\u0131n\u0131 istediklerinden ekip arkada\u015flar\u0131na yak\u0131n markaj uygularlar. Talimat veren ve i\u015f takip eden askeri bir yakla\u015f\u0131ma gelebilirler. B\u00f6yle oldu\u011funda onlar\u0131n istedi\u011finin d\u0131\u015f\u0131nda farkl\u0131 bir davran\u0131\u015f g\u00f6r\u00fclmemesi i\u00e7in u\u011fra\u015f\u0131rlar. Ekiplerinde yarat\u0131c\u0131, i\u015fi farkl\u0131 ve de\u011fi\u015fik \u015fekilde yapanlara de\u011fil, onlar\u0131n dedi\u011fini aynen yapacak ki\u015filere ihtiya\u00e7 duyar. Bu olmad\u0131\u011f\u0131nda lider ekibindeki arkada\u015f\u0131 su\u00e7layabilir ve kendi hikayesini yazabilir.<\/p>\n

Ba\u015far\u0131 takdir edilmiyor ya da \u00e7al\u0131\u015fanda \u015f\u00fcphe do\u011furuyorsa<\/strong><\/h2>\n

Sa\u011fl\u0131ks\u0131z organizasyonda ne yaz\u0131k ki ekip lideri g\u00fczel ve samimi bir takdir yapt\u0131\u011f\u0131nda bile \u00e7al\u0131\u015fan “bunun arkas\u0131nda acaba ne var?” diyebilir, bu kar\u015f\u0131l\u0131kl\u0131 g\u00fcvenin kayboldu\u011fu, herkesin kendini d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fc k\u00fclt\u00fcrlerde daha da \u00f6ne \u00e7\u0131kar.<\/p>\n

Yenili\u011fe kar\u015f\u0131 diren\u00e7 g\u00f6steriliyorsa<\/strong><\/h2>\n

T\u00fcm bu maddelerin oldu\u011fu sa\u011fl\u0131ks\u0131z bir organizasyon k\u00fclt\u00fcr\u00fcnde, i\u015flerin mevcut d\u00fczende devam etmesi istenebilir. Ki\u015filer kendi hakimiyetlerinin bozulaca\u011f\u0131 de\u011fi\u015fim projelerinden ho\u015flanmazlar. T\u00fcm i\u015fleri talimatla y\u00fcr\u00fcten liderler ise daha aktif ve g\u00fc\u00e7 devrini gerektirecek delegasyonlar yapmak istemezler.<\/p>\n

\"\"<\/a>Konuk Yazar:<\/strong>\u00a0Bertay Fi\u015fek\u00e7i \/ \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131<\/p>\n

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Yazara ait di\u011fer yaz\u0131lar\u0131 okumak i\u00e7in\u00a0buraya<\/a>\u00a0t\u0131klayabilirsiniz!<\/strong><\/p>\n<\/div>\n

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Sa\u011fl\u0131ks\u0131z bir \u015firket k\u00fclt\u00fcr\u00fcnde bulundu\u011funuzu nas\u0131l anlars\u0131n\u0131z? \u00d6zellikle ekip lideri veya \u00fcst d\u00fczey y\u00f6neticiyseniz, bu k\u00fclt\u00fcr\u00fc “yaratan” davran\u0131\u015flardan hangilerinin sizden kaynakland\u0131\u011f\u0131n\u0131 nas\u0131l anlayabilirsiniz? \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i, bu sorular\u0131n cevab\u0131n\u0131 ve daha fazlas\u0131n\u0131 bu yaz\u0131da a\u00e7\u0131kl\u0131yor. Belli bir zamandan sonra liderler i\u00e7inde bulunduklar\u0131 k\u00fclt\u00fcr\u00fcn \u00f6zelliklerini anlayamaz, sezemez olabilirler ve bir t\u00fcr k\u00f6rl\u00fck geli\u015ftirebilirler… Bir […]<\/p>\n\n

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