Civil disobedience facing strategic blindness is the topic of the first chapter in my book about the gig mindset inside organizations. The title was inspired by two interviews I had during my research.
The first is from an analyst-journalist, based in India, who told me how he interprets the resistance of senior management to change and the second from a test engineer in a global industrial company headquartered in Europe who talked about civil disobedience as a way of triggering change….
A senior test engineer in a global industrial company based in Europe shared how he and colleagues worked to bring visibility to new ways of working, or what I call the gig mindset: “Some more radical things were coming from the idea that, if we are going to change a company as large as ours, it’s not any different to change in society, so why don’t we do things like civil disobedience. The idea was actually protesting, peacefully in an open area where senior managers would see us. We wanted to demonstrate what we are already doing, and make it inclusive, so others can see and join us.” The initiative worked well because several top leaders were asking why HR was not involved. The answer was they had not seen any reason to involve HR. It was a people-led movement.
Read the full articles at the links below either on my website or on LinkedIn. Comments are closed here so Linkedin will let you react to my thoughts! Which I hope you will.
- Linkedin versions: Civil Disobedience and Strategic Blindness
- Versions on netjmc: Civil Disobedience and Strategic Blindness
Looking forward to your thoughts.