Passionate Organisational and Operational Learning Consultant, Key Note Speaker and Executive Coach.
Anyone who has watched the recent 'Mr Bates Vs the Post Office' drama on UK TV would be hard-pushed not to have been horrified at the treatment of the Sub-Post Masters over the Horizon Software scandal. It finally seems like justice is coming but of course for those who took their own lives and/or suffered irreparably, no amount of compensation is going to make a big enough impact. Once again we are at the behest of the British Justice system to find out who was to blame for this travesty, and of course most of us are routing for Paula Vennells, based on the portrayal of her as a devious, conniving person in the dramatisation. There is some very important learning here for anyone who still hasn't registered that 'blame fixes nothing'. Blaming the Sub Post Masters was an easy option, punishing them, taking away their self-worth and good standing in their communities and making them out to be the villains meant the Post Office could retain its 'National Standing' as an institution of trust, the red post-box, the Post Office logo and your friendly local post master are all symbolic of good old British traditions. "We are the Post Office! We don't get it wrong!" but they did, badly. My concern now is that the media frenzy is driving the other good old British tradition of putting somebody's head on a stake and parading it for all to see. I fear that in time we will see that that also isn't the answer. I wish that instead of spending millions of tax-payer pounds on a witch hunt, the Government were asking themselves "How did we create an environment in which this was able to happen?" "How will we prevent this happening again?" Perhaps they could spend some of their 'navel gazing' time reflecting on the systems they have created, the checks and balances they use to select partners like Fujitsu and how they respond to failure, which surely they must be used to by now. The biases that exist in the Post Office exist in all of our organisations. Challenging these is critical to creating an environment where we trust our people and they trust us, after all, who the hell would want to work for the Post Office right now? https://lnkd.in/eGx468h8
Great post Teresa, I've been reflecting on how this 'group think' transpired across the senior levels of leadership, all the way to (successive) boards. How did this become acceptable and pervade for so long, and if you listen to current sub postmasters the culture is still as bad. Real food for thought and I hope this leads to significant change in terms of case law, and the responsibilities of those leading large organisations.
It’s wishful thinking that this government would do anything right. Rotten to the core.
I loved this post Teresa, your paragraph about the associated media frenzy and the environmental culture, navel gazing, systems etc is something which resonates
Couldn’t agree more Teresa. It happens all the time. At some point the people right at the top need to take some responsibility for creating the environment. The govt are happy to commission an independent review/ inquiry but don’t look at their own part.
Dir of L&D at GettheGRIT UK. Specialist in Human & Organisational Performance, Leadership, Human Factors | MSc MRAeS FInstLM FCMI
9moThe quote 'Republics of fear always fall' is brought to mind. Countless organisations have lost their way, and their actions do not match the often well-displayed corporate values. Most organisations are founded on the ideals of providing great products and services and of course to make money. In simple terms, providing good products and services should deliver good money, and great products and services should deliver great money. But far too many organisations lose sight of their well-displayed values and gradually focus more and more on money. Money is the vital 'fuel' of an organisation, not the outcome. You need fuel to drive a car, but the reason you drive a car is to get somewhere. For individuals, getting lost and disconnected from our values is very unsettling. Rediscovering our values is within our control, the same applies to organisations. You leaders at the top of organisations, are your valuers 'bumper stickers' to look good, or do you genuinely believe in them, emulate them, and uphold others to them? Remember, 'Republics of fear always fall.'