Just fancy a couple of situations:
— a few teams have learnt a more efficient way of interconnection sidestepping bureaucratic restrictions, yet they received a rap on the knuckles for doing that; and the organization has adopted a new regulation, which forbids this interconnection
— following the retrospective review, a development team has revealed a pervasive problem, with the solution being beyond their control. The problem has passed several levels of escalation when it was finally delegated to CTO; the latter ordered Operations Department. In Operations Department, the order transferred to a claim, which was triply delegated, then lost, forgotten, downgraded in its priority, and finally archived. At that, everyone in between the team and Support Department is satisfied: from their point of view, the team’s problem has been resolved.
If this situation takes place consistently, the employees start at a certain point feeling their helplessness. In other words, the staff simply gives up and refuses any attempts to change something; they gain an understanding that they have no control over the outcome of a situation regardless the actions being taken.
This feeling is defined as “Learned Helplessness”. In the course of our session we will gain insights on “Learned Helplessness”, trace the origin of the term, and come to grips with what it means for businesses; we will study some specific cases on how to avoid falling into its trap, and getting out if you have already fallen into it.