Information Technology Reference
In-Depth Information
Paul Axtell
Paul Axtell is a corporate communications consultant who has helped
clients such as John Deere, American Express, Hewlett-Packard, Kodak,
Monsanto, Oregon State University, Ohio State University, and a
number of K-12 school districts to enhance individual and group
performance and organizational effectiveness. Axtell has worked in
Brazil and Canada, and has done training for young African political
leaders.
Some of Axtell's current projects include coaching manufacturing
teams, supporting cultural change within a university, managing a
year-long training program for organizational consultants, changing working relationships within
management groups, and developing training programs for elementary and middle school reading
coaches.
Axtell has three areas of focus. The first is contextual education. That is, how do you give people the
ability to shift their thinking, broaden their point of view, and change the way they fundamentally
relate to current issues and each other? The second area of focus is process skills. How do you set
up and manage conversations in a way that works for everyone involved? The third area is creating
an awareness for the best practices of working together in group situations.
Axtell received his BS in chemical engineering from South Dakota School of Mines and Technology
and an MBA from Washington University in St. Louis.
Some commentators have suggested that whistle-blowing is a sign of organizational fail-
ure. They say that organizations can eliminate the need for whistle-blowing by creating
management structures and communication processes that allow concerns to be raised,
discussed, and resolved. Do you agree with this assessment?
Whistle-blowing is a check and balance that is needed in certain circumstances. It is certainly alarming
when a situation gets so out of hand that an employee must go to outside authorities to get someone
to pay attention. When this happens, it not only reveals a set of circumstances that are not working,
but also adds to the distrust of the people who lead corporate organizations.
It should not be surprising, however, that we encounter such situations. Almost all of our relationships,
both personal and organizational, have problems that begin with not being able to talk. We are raised in
a culture that says it's not safe to share our thinking, voice our concerns, or push back in conversations.
We debate about bringing things up at home with loved ones and at work in meetings. Given this
fundamental approach to relationship and conversation, we should expect problems.
So whatever attention we can give to create structures and processes and permission and safety is well
worth it. And the need for it goes well beyond uncovering misdeeds and poor practices. The real benefit
would be in a sense of belonging and caring that goes with an open and honest relationship.
In addition to setting up structures that protect people, we need to embrace a far larger goal. We need
to set out to establish a cultural norm of freedom, permission, and safety. It will be very difficult to
obtain because we are not raised or trained to create such a culture. Still, how can it not be the right
path to be on?
Training will probably be required on both sides. We all need training on how to raise questions and
concerns with a bit more setup and graciousness. We need to be clear that we are on the same side and
