Читать книгу Organization Development - Donald L. Anderson - Страница 79

The director of the training department decided to implement an online system for tracking different projects that trainers were working on. Management wanted to use reports from the system for two reasons: first, to prove to senior executives that more trainers were needed, and second, to measure the productivity of the trainers. Trainers were asked to log in to the system every week to describe the project, estimate how long it was anticipated to take, and update current progress on the project. Many employees were angry at having their work monitored so closely, and many believed that it was an attempt by management to determine which trainers were unproductive and could be laid off. Trainers responded by dividing projects into subprojects, and they began adding those subprojects into the system to demonstrate that they had more work to do than their colleagues. When three or four colleagues would collaborate on a project, each entered the work separately, making it appear that multiple projects were being worked on even though all entries referred to the same project. Eventually the system was shut down because it was not providing accurate information about the status of the department’s workload.