"Vibrator"
When long term goals are set people are able to lay out a plan to work toward the goals with a strategy to overcome all obstacles
and barriers.
But many times a leader within an organization will hit the first obstacle and quickly re-question the preset goals – often changing
either the goal or the pathway there.
Although obviously any poorly thought-out or executable goals need to be carefully considered in the light of a major or
moderate failure, they need to be either quickly changed or they need to be assured.
A “vibrator” is a manager that constantly changes directions for their department. The change in direction typically happens just
when people think they know the goals, boundaries, or rules.
A vibrator’s employees quickly become disconnected, reducing productivity.
Think of playing a card game, such as Crazy Eights. You have been playing your high cards saving your eights until near the end
of the hand. You know if you can get rid of all your cards except the 8s you will be invincible. However, just as you play your
last non-8 the dealer changes the rules, making 2s the wild card. Suddenly your entire strategy changes and you have to start
over.
At a training session in a Detroit-area GM facility this exercise was done. Participants in the session started playing a game of
Crazy Eights with two important caveats: they could not talk and one player at each table had been given a different set of rules.
The group quickly figured things were not going well. Then they vibrated. Some tried to play by the new rules but thought the
old rules were better. Some refused to change their ways, instead they clung to the old rules and fully expected others would see
the old rules were better. Others just gave up.
Vibration is bad for an organization and vibrators, although well-intentioned, are undermining their organization.
Share your own new business term using Contact Us.
Return to the Business Terms? Home page.
When long term goals are set people are able to lay out a plan to work toward the goals with a strategy to overcome all obstacles
and barriers.
But many times a leader within an organization will hit the first obstacle and quickly re-question the preset goals – often changing
either the goal or the pathway there.
Although obviously any poorly thought-out or executable goals need to be carefully considered in the light of a major or
moderate failure, they need to be either quickly changed or they need to be assured.
A “vibrator” is a manager that constantly changes directions for their department. The change in direction typically happens just
when people think they know the goals, boundaries, or rules.
A vibrator’s employees quickly become disconnected, reducing productivity.
Think of playing a card game, such as Crazy Eights. You have been playing your high cards saving your eights until near the end
of the hand. You know if you can get rid of all your cards except the 8s you will be invincible. However, just as you play your
last non-8 the dealer changes the rules, making 2s the wild card. Suddenly your entire strategy changes and you have to start
over.
At a training session in a Detroit-area GM facility this exercise was done. Participants in the session started playing a game of
Crazy Eights with two important caveats: they could not talk and one player at each table had been given a different set of rules.
The group quickly figured things were not going well. Then they vibrated. Some tried to play by the new rules but thought the
old rules were better. Some refused to change their ways, instead they clung to the old rules and fully expected others would see
the old rules were better. Others just gave up.
Vibration is bad for an organization and vibrators, although well-intentioned, are undermining their organization.
Share your own new business term using Contact Us.
Return to the Business Terms? Home page.
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