防止組織再造所帶來的後遺症
By Rick Boxx
當我在比較大企業工作時，所遇到最大的問體之一就是經常性的組織重組。每年通常都在九月,當新的會計年度開始,只要提到預算被刪減,組織重組，裁員的耳語就開始四起。
在真正裁員發生之前，可能還要經過好幾個月的過程。但是因為對未來的不確定感，大部分的時間，員工會感到焦慮，擔心自己會不會被裁員，要不要開始找新的工作？
在典型的公司重組的過程中，有許多秘密進行的會議，雖然大家都知道，但是卻不知道這些會議的真正內容是甚麼?很多時候，最後公開的結果是欺騙和謊言，公司最大的利益是被放在第一位的。管理階層似乎只要員工不停地工作，很少給予他們應得的尊重。也因為如此，大部分的員工認為公司並不重視他們的需要和關心的事。
雖然我們可以理解，為什麼企業高管不能透露，更談不上討論，在重組過程中的每一步，但他們不願意表現出任何同情員工的困境是不能令人接受的。也難怪職場的倫理明顯地降低，員工對公司的忠誠度低落到幾乎是零。如同領袖把自己和組織看為最重要，讓員工也覺得自己要保護自己的權益。
在這種狀況之下，聖經提供了一些實用的原則：
第一、了解欺騙的後果。 雖然說謊和不誠實在職場是很常見的現象，但是欺騙的結果通常是不好的，甚至是帶來災難的。如果領袖真的為公司或是組織著想，他們應該要考慮尊重自己的員工。說謊沒有好處，只帶來傷害。如同箴言26章28節所教導的:「虛謊的舌恨他所壓傷的人； 諂媚的口敗壞人的事。」
第二、對所有的參與者表達關心。 領袖會傾向於把獲利和股東的期望放在第一位，但是真正能啟發信心和信任的領袖，會把全體參與者的利益考慮進去，特別是那些在第一線工作，讓公司運作的員工。「凡事不可結黨，不可貪圖虛浮的榮耀；只要存心謙卑，各人看別人比自己強。各人不要單顧自己的事，也要顧別人的事。」 (腓立比書2章3-4節)
第三、把領袖的角色當成僕人而非指揮官。要說：「這裡歸我管，我做的決定都是對的。」是很簡單地。但是有智慧的領袖實踐僕人領導，關心每一個受到影響的人。耶穌就曾經實踐了僕人領袖的原則。「因為人子來，並不是要受人的服事，乃是要服事人，並且要捨命作多人的贖價。」(馬可福音10章45節)
本文版權為正直資源中心（Integrity Resource Center, Inc.）所有。本文獲得授權改編自瑞克．博克思的正直時刻Integrity Moments with Rich Boxx」。這系列的文章是以一個基督徒的觀點評論職場的正直議題。
省思／討論題目
你是否曾經歷過公司重組或是組織再造？如果有，對你來說那是一個甚麼樣的經驗？ 如果之前的組織改變經驗是不好的，但改變是無可避免地時，你覺得要如何讓每一個人參與這個組織改變,而能讓情況會比較好？ 你覺得在公司重組或是組織再造的時候，說謊和欺騙是不可避免的嗎？解釋你的答案。 你覺得當組織改變對員工有不好影響的時候，領袖要如何表達自己的關心？
如果你手上有聖經，想要查考更多與這個主題相關的經文，請參考：箴言11章3節、28章2節、16節、29章4節；馬太福音7章12節、20章28節；馬可福音12章33節；歌羅西書3章17、23節
REELING FROM ROTTEN REORGANIZATIONS
By Rick Boxx
Constant reorganization was one of the biggest drawbacks I have experienced in working for large organizations. Every year, usually around September, the budget process would begin. Rumors would start about the expected casualties as budgetary cutbacks were being considered.
This process would extend for months before the actual staff reductions took place. However, due to the uncertainty of what lie ahead in their future, much of that time employees found waiting to be fraught with anxiety; it was paralyzing. Would they keep their jobs, or would they – sometimes with little or no notice – find themselves on the unemployment line, desperately searching for a new job?
Typically the reorganization process involved many closed-door meetings that everyone knew about, but had no idea of what was transpiring behind those doors. Too often, the only things that came out of secretive sessions were deception and outright lies. The profitability of the company appeared to be paramount. The goal of top management seemed simply to keep employees working, much more than showing them the respect and dignity they deserved. Because of the lying and deception we observed, most employees interpreted this as a lack of regard for them, their needs and concerns.
While we could understand why corporate executives could not disclose, much less discuss, every step in the reorganization process, their unwillingness to demonstrate any compassion for the plight was not acceptable. It was no wonder that employee morale would drop noticeably and loyalty to the company declined to virtually nothing. Just as the corporate leaders were looking out for themselves and the organization first, the workers also felt the need to protect their own interests.
In situations like that, I observed the practicality of biblical principles that could have been applied:
Recognizing the consequences of deception. Although lying and dishonesty are hardly a new phenomenon for the workplace, invariably the outcome of deception is bad, often even disastrous. If leaders are considering reorganization, they should first think carefully about how to respect the dignity of their staff. Lying does not help, it hurts. As Proverbs 26:28 teaches, “A lying tongue hates those it hurts, and a flattering mouth works ruin.”
Demonstrating compassion for all involved. There is a temptation to make profits and the desires of shareholders of paramount importance, but the best leaders – those that inspire confidence and trust – are those of take into account the interests of all, especially employees who perform the work that enables the company to function. “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves. Each of you should look not only to your own interests, but also to the interests of others” (Proverbs 2:3-4).
Seeing the leader”s role as serving rather than commanding. It seems easy to conclude, “I am in charge. Whatever I decide is right.” But wise executives practice servant leadership, communicating concern for everyone affected by major changes. Jesus embodied this principle: “For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many” (Mark 10:45).
Copyright 2016, Integrity Resource Center, Inc. Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective. To learn more about Integrity Resource Center or to sign up for Rick”s daily Integrity Moments, visit www.integrityresource.org. His new book, Unconventional Business, provides “Five Keys to Growing a Business God”s Way.”
Reflection/Discussion Questions
Have you ever gone through a corporate reorganization or restructuring? What was that experience like for you? If that experience was negative, what do you think could have been done differently to make the circumstances better for everyone involved – even if major changes were inevitable? Do you think lying and deception are ever justified when major changes are being implemented in an organization? Explain your answer. How do you think leaders can demonstrate compassion to people working for them, even when necessary decisions will be affecting them adversely?
NOTE: If you have a Bible and would like to read more about this subject, consider the following passages: Proverbs 11:3, 28:2,16, 29:4; Matthew 7:12, 20:28; Mark 12:33; Colossians 3:17,23
