Amikor a szervezetfejlesztő projektje „túl sikeresnek" bizonyul
One of the lesser-known challenges of organisational development projects is when managers are dissatisfied with the results of successful change. Increased autonomy, critical thinking and self-reliance of employees, although a declared goal of improvement, often leads to tensions with managers. This paradox is particularly acute in the Hungarian corporate environment, where hierarchical management styles are still strongly present. The article explores how consultants can manage this situation, what expectations need to be managed at the beginning of a project and how to build a bridge between real change and the manager's desire for control.
The case of Peter, or when his organisational development project, success becomes a problem
Péter 15 éve vezeti egy magyar középvállalat értékesítési csapatát. Amikor tavaly ősszel felhívott minket, azonnal éreztük a frusztrációt a hangjában. "Tudod, úgy érzem, hogy teljesen elveszítettem az irányítást" – kezdte. "Fél éve fejlesztettük a csapatot, azóta mindenki azt csinálja, amit akar. Állandóan megkérdőjelezik a döntéseimet, vitatkoznak velem, és amikor új folyamatot vezetek be, mindig van valakinek jobb ötlete."
When we looked at the previous development project that Peter's team had done, the situation became immediately clear. The aim of the organisational development project was precisely, which Peter now sees as a problem: developing autonomous, thinking, proactive team members. The project was a success - so successful that Peter was not prepared for it.
This is not an isolated case. A CoachLab's, the ODLabés egyéb szervezetfejlesztéssel fogalalkozó partnereink tapasztalatai alapján az elmúlt években egyre gyakrabban találkozunk ezzel a paradoxonnal: a szervezetfejlesztő projekt elér egy látványos eredményt, - ráadásul azt amit célnak tűztünk ki a projekt induláskor - de a vezető mégis elégedetlen vele. Miért? Mert amit papíron kért, az a valóságban kényelmetlenné vált számára.
The hidden goal of the organisational development project: verbal obedience
Many Hungarian leaders, when they want organisational development, ask for it and start it, does not really want change. Inkább azt szeretné, ha a munkatársak "jobban működnének" – de változatlan keretek között. A vezető továbbra is dönt, de az emberek boldogabban és hatékonyabban hajtják végre az utasításokat.
Ezt nevezhetjük a "chatty obedience" jelenségének. A vezető azt várja, hogy a csapata:
- Carry out instructions faster and more accurately
- Show more enthusiasm and commitment
- Bring some small ideas for improvement (which he or she then approves or rejects)
- But don't question the management decisions or the structure
Ez a fajta elvárás mélyen gyökerezik a magyar vállalati kultúrában. Több általam olvasott kutatás szerint is a magyar szervezetek jelentős része még mindig hierarchikus működést mutat, ahol a döntések felülről jönnek, és az alkalmazottak elsősorban végrehajtó szerepet töltenek be. A paternalista vezetési stílus – ahol a vezető "gondoskodik" a munkatársakról, cserébe azok lojalitást és engedelmességet mutatnak – szintén gyakori. Ezt a mintát még a nyugati cégek helyi leányvállalatai sem tudják mindig megváltoztatni; a hierarchia és a tekintélytisztelet sokszor erősebb, mint a papíron megjelenő lapos szervezeti struktúra.
But real organisational development is about something else
A real organisational development and the organisational development project is not simply an efficiency improvement (or rather, I would say not only a). Modern organisational development aims to:
- Increase staff autonomy and decision-making
- Develop critical thinking and problem-solving skills
- Strengthen initiative and responsibility
- Reduce dependence on management instructions
These all sound good in a leadership workshop or a strategic planning session. But when these changes actually happen, many leaders realise: not what you expected.
A tanácsadó és a vezető közötti félreértés abból fakad, hogy két különböző dolgot értenek "fejlesztés" alatt. A vezető fejlesztésen gyakran csak performance gains while the consultant skills and behaviour development is végez. És amikor a munkatársak valóban fejlődnek – önállóbbá, kritikusabbá, kezdeményezőbbé válnak – a vezető azt éli meg, hogy "elveszítette az irányítást".
What do we experience in the CoachLab and ODLab projects?
Our experience shows that in the Hungarian corporate environment this paradox is particularly acute. There are several reasons for this:
1. Hierarchical leadership legacy
A magyar üzleti kultúrában a hierarchia és a tekintélytisztelet mélyen gyökerezik. A vezetői szerep sokszor eleve azt jelenti, hogy "én tudom, mi a jó", és a beosztottak feladata a végrehajtás. Amikor egy fejlesztési projekt után a munkatársak elkezdenek kérdezni, más megoldásokat javasolni, vagy megkérdőjelezni bizonyos döntéseket, a vezető ezt nem fejlődésként, hanem as a loss of power experience.
2. Control and security
For many Hungarian leaders, control means security. When everything is in his hands, there are no surprises; he knows what will happen. Autonomous employees, on the other hand, are more unpredictable - they make their own decisions, which don't always match the manager's ideas. This can create anxiety.
3. A "jó munkavállaló" képe
A magyar munkahelyi kultúrában gyakran még mindig az a "jó munkavállaló", aki trustworthy, loyal and non-contentious. A nyugati vállalati kultúrában, ahol az innováció és a kritikus gondolkodás értékesebbé vált, az autonóm, kezdeményező munkavállaló a kívánatos. Sok magyar vezető számára - még azon magyar vezetők számári is gyakran, akik multinacionális környezetben, nyugatias gondolkodásmódon "nevelkedtek") azonban ez fenyegetést jelent, nem előnyt.
The dilemma of the consultant and the organisational development project: when the client is not satisfied with his own success
And this is where the real challenge of the consultancy, the organisational development company, begins. Imagine: you've completed a thorough, well-executed, professional organisational development project. The team has become enthusiastic, proactive and collaborative. The results are measurable: faster decision-making, higher engagement, better ideas, more communication. But the client - the leader - is dissatisfied. 🙁
What can you do?
1. Clarify expectations at the beginning of the project (prevention)
One of the most effective ways to from the start of the project tisztázzuk a vezető valódi elvárásait. Nem elég, ha azt mondjuk: "Mit szeretnél elérni?" Sokkal mélyebbre kell ásnunk:
- "Mit jelent számodra, ha a csapatod autonómabb lesz?"
- "Milyen döntéseket szeretnél, ha a csapattagok önállóan meghoznának?"
- "Milyen döntéseket szeretnél továbbra is magadnál tartani?"
- "Hogyan képzeled el a saját szerepedet a projekt után? Mit fogsz másképp csinálni?"
By asking these questions, the leader can realise that in fact does not want real autonomy in all areas see. And that's fine - but better to know this at the beginning of the project, not at the end.
2. Gradualism and executive coaching in parallel
Once you're in the project and you see the leader struggling to deliver results, it's not enough to just improve the team. The leader must also be supported, to find a new role.
Ezt hívhatjuk "management transition": whereas in the past the manager was the decision-maker and the giver of instructions, now he or she has to play more of a supportive, facilitating role. But this often requires executive coaching. In CoachLab's experience, for managers this transition is not easy, and without external support they often relapse a régi mintáikba. Nálunk akár az ODLab akár a CoachLab projektjeiről beszélünk, a szervezetfejlesztési vagy kultúrafejlesztési projekteknek mindig része egy vagy több coaching folyamat. Területenként vagy pozíciónként, személyesen vagy teamcoachingban egyaránt, de ez igazán lényeges része a "jó" szokások kialakitásának és annak, hogy ne essenek vissza a vezetők vagy a szervezet a korábbi működési modellbe, amin már a sok gond miatt mindenképpen változtatni akartak...
3. Developing a common language
A szervezetfejlesztőknek és az ügyfélnek azonos nyelven kell (célszerű) beszélnie. Ha a vezető "fegyelmezetlenségnek" látja azt, amit a szervezetfejlesztő, azaz a tanácsadó "kezdeményezőkészségnek" hív, félreértés van. Érdemes már a szervezetfejlesztő projekt közben is rendszeres megbeszéléseket tartani, ahol konkrét példákon keresztül beszéljük át, hogy amit látunk, az miért pozitív – és miért pont ez volt a cél.
The myth of the overly autonomous worker
Van azonban egy másik nézőpont is, amit érdemes megvizsgálni. Vajon tényleg létezik olyan, hogy "túl autonóm" munkavállaló? Kutatások szerint yes, but rarely.
According to Wharton research, autonomy increases engagement, motivation and reduces burnout. But - and here's the twist - the impact of autonomy depends on how well the values of the employee and the organisation are aligned. If someone is autonomous but does not share the aims of the organisation, it can become a real problem.
A valódi kérdés tehát nem az, hogy "túl autonóm-e" valaki, hanem hogy:
- Are the common objectives clear?
- Is there adequate feedback and cooperation?
- Do staff understand the organisational strategy and make decisions in line with it?
If the answer to these questions is yes, then autonomy is not a problem, but Tool.
Levels of development maturity and managerial responses
| Level of development | Team behaviour | Manager's expectation | A real leadership response | What can the adviser do? |
|---|---|---|---|---|
| Beginner (Pre-development) | Passive, executive, awaiting instructions | "Szeretném, ha kezdeményezőbbek lennének" | Satisfied, that's what you know | Clarify expectations at the beginning of the project |
| Developing (Early stage) | Initial questions, suggestions, some autonomy | "Jó, hogy elkezdenek gondolkodni" | A little uncertain, but still supportive | Parallel introduction of executive coaching |
| Autonomous (Mature phase) | Individual decisions, initiative, questions about the strategy | "Várjunk, ez már túl sok" | Feeling of loss of control, frustration | Establishing a common language, re-aligning goals |
| Self-drive (Advanced) | Taking full responsibility, setting your own goals | "Ez már káosz, mindenki mást akar" | Resistance, return to old patterns | Rethinking organisational structure, new role for the leader |
Hungarian company specificities: what needs to be done differently?
In the Hungarian business environment, the organisational development project has to take into account some specific factors:
1. The paradox of direct communication
Hungarians are generally direct communicators - they say when they disagree with something. At first glance, this would seem to be an advantage in an autonomous culture, but in a hierarchical structure it means that direct communication is only at the same level works well. Upwards - towards managers - communication is often more reserved. This is something to work on in development: how to address the leader in a way that is not perceived as a threat.
2. Paternalistic management style perpetuated
Sok magyar vezető személyes kapcsolatot alakít ki a beosztottaival, ami alapvetően pozitív. De a paternalista stílus "árnyoldala", hogy a vezető döntéseit nem szakmai, hanem személyes alapon hozzák, és elvárják a lojalitást cserébe. A fejlesztés során ezt a mintát finoman át kell alakítani: a személyes törődés maradhat, de a szakmai függőséget csökkenteni kell.
3. Slower decision-making and attention to detail
In Hungarian business culture, decisions are made slowly; you want to examine every detail before you act. This is not a problem in itself, but if employees are to become autonomous, the manager must learn to to let go faster certain decisions and trust that the team will handle the details.
A „túl sikeres" szervezetfejlesztő projekt megoldása: új keretrendszer
Ha már benne vagyunk a projektben, és a vezető elégedetlen, mert "túl sikeresek" lettünk, néhány konkrét lépést tehetünk:
1. Redefining success
Először is: a vezető számára illetve a vezetővel újra kell definiálni, mi a siker. Nem az a siker, hogy a csapat "engedelmesebb" lesz. A siker az, hogy the leader finds a new role. No longer the instruction tax, but the the strategist, the mentor, the framework settera.
2. Decision matrix design
It often helps if we work together to develop a decision matrix: which decisions can be taken by staff independently, which after consultation, and which can only be taken by the manager. This clarifies roles and reduces uncertainty.
For example:
- Autonomous decisions: Performing operational tasks, daily communication with clients, minor process improvements
- Consultation decisions: Launch of major organisational development projects, budget changes, introduction of new processes
- Management decisions: Change of strategy, launch of new products, organisational restructuring
3. Continuous feedback and learning
Fontos, hogy a vezetőt és a csapatot rendszeresen összehozzuk, és közösen értékeljük, mi működik, mi nem. Ez nem "megbeszélés", hanem learning process. The leader sees that autonomy is not chaos, but efficiency; the team understands that the management framework is not a constraint, but a support.
What they expected vs. What they got - from the perspective of the leader and the team
| Cast | What was expected from the organisational development project? | What did they actually get? | How do they live it? |
|---|---|---|---|
| Manager | More enthusiastic, faster implementation; fewer problems | Questioning, proactive team; more discussion, different solutions | Loss of control, frustration |
| Staff | More freedom; listen to them | Real responsibility; independent decisions | Motivation, but sometimes insecurity |
| Consultant | Autonomous, efficient team; satisfied leader | A functioning team, but a disgruntled leader | Feeling of failure, even though the project is successful |
| Organisation | Better performance, more modern culture | Temporary disruption, then higher performance | Initial difficulties, long-term gains |
Development phases and related challenges
| Development phase | Duration | Team status | Leadership challenge | Organisational development task | Expected conflict |
|---|---|---|---|---|---|
| 1. Preparation | 1-2 months | Passive, waiting | Doubt, expectation | Clarify expectations, start leadership coaching | None (yet) |
| 2. Wake up | 2-3 months | Initial questions, proposals | A little nervous, but still supportive | Facilitation, strengthening common goals | Small-scale |
| 3. Self-employment | 3-6 months | Growing autonomy, contentious situations | Feeling of loss of control | Introduction of a decision matrix, executive coaching | Moderately high |
| 4. Maturity | 6-12 months | Independent, responsible team | Looking for a new role | Promoting a new leadership identity | Decreasing |
| 5. Stabilisation | 12+ months | Autonomous, but in line with the objective | Satisfaction, new leadership style | Only occasional support | None |
When should you engage coaching?
In CoachLab's experience, such situations often require executive coaching. While organisational development focuses on the team, on coaching the driver - to process change, find a new role and learn to let go of old control mechanisms.
It is a good idea to start a short coaching process with the manager at the beginning of the organisational development project to prepare him or her for the changes. Ez nem azt jelenti, hogy a vezető "rossz" vagy "problémás" – egyszerűen arról van szó, hogy leadership is also developing, and this needs support.
The role of coaching in this context:
- The leader realises his own expectations and fears
- Új vezetői identitást alakít ki (már nem a "főnök", hanem a "facilitátor")
- Learn to deal with the discomfort of autonomy
- Practise the new communication style (fewer instructions, more questions)
Mit tanultunk mindebből? Tanácsok szervezetfejlesztőknek - néha magunknak is a szervezetfejlesztő projektek közepén...
If you work as a consultant or organisational developer, here are some important lessons to learn:
1. Clarify your expectations - specifically
Ne elégedj meg általános válaszokkal ("Szeretném, ha a csapat önállóbb lenne"). Konkrét példákon dolgozz: "Szeretnéd, ha a csapattagok önállóan döntenének a vásárlói panaszok kezelésében?" Ha a vezető habozik, tudod, hogy ott van egy védett terület.
2. Developing the leader is as important as developing the team
If you only develop the team and not the leader, you are doomed to failure. The leader will not know what to do with his new autonomous team. So always suggest parallel leadership support, whether it is coaching, mentoring or a leadership workshop.
3. Gradualism is key
Don't expect a hierarchical organisation to become a flat structure overnight. Change should happen step by step, with small victories where the leader can experience that autonomy is not a threat but a help.
4. Communication, communication, communication
Regular, frank discussions with the leader are essential. Don't let frustration build up; if you see the signs, speak up immediately and work on it together.
5. Be empathetic - it's hard for the leader too
Könnyű kritizálni a vezetőt, aki "nem tud elengedni". De gondolj bele: évekig, talán évtizedekig egy bizonyos módon dolgozott. Most azt kéred tőle, hogy adja fel a megszokott kereteit. Ez ijesztő. Be patient and supportive - you are not an enemy or a critic, but a partner in this process.
In other words: success is not always what you expect
One of the biggest lessons from organisational development projects, that real change is uncomfortable. Amikor egy csapat autonómmá, kezdeményezővé, gondolkodóvá válik, az nem jelenti azt, hogy "könnyebb" lesz a vezető dolga – ellenkezőleg, új kihívásokat hoz.
The role of the consultant is not only to develop the team, but also to prepare the leader for this new reality. And once you're in the organisation development project and the leader is unhappy, you shouldn't give up - this tension can be managed productively if done well.
This challenge is particularly acute in the Hungarian corporate environment, where the hierarchical culture and paternalistic leadership are still strong. But that's why the work makes sense: helping a leader through this transition and teaching them how to lead in a way that lets go without losing everything - the real breakthrough.
A CoachLab tapasztalatai alapján a legjobb szervezetfejlesztési projektek azok, ahol már az elején tisztázzuk, hogy a változás mindenkire vonatkozik, beleértve a vezetőt is. És ahol a tanácsadó nem csak "leszállítja" a fejlesztést, hanem végigkíséri a vezetőt és a csapatot az új egyensúly megtalálásában.
Ultimately: the overly successful organisational development project does not exist. There are only projects where the success is not what we expected - and that's where the real work begins.
Frequently Asked Questions (FAQ)
1. What does it mean that an organisational development project is "too successful"?
We say that an organisational development project is "too successful" when the staff develops (becomes autonomous, takes the initiative) to such an extent that the manager no longer feels comfortable in the new situation. Although the goals of the development have been achieved, the leader did not anticipate how much this would change his role and his relationship with the team. The manager is finding it difficult to work with new, more autonomous colleagues, as he/she is used to the previous hierarchical and controlled way of working.
2. Why is this problem particularly prevalent in Hungarian companies?
Hierarchical management and paternalistic attitudes are still strongly present in Hungarian corporate culture. Managers often build personal relationships with their subordinates and expect loyalty in return for taking care of them. When employees become more autonomous, this upsets this balance. It is harder for Hungarian managers to let go of control because the culture has long been based on the "manager knows all" model. In addition, direct communication creates a paradoxical situation: although Hungarians tend to speak openly, up the hierarchy this works less well.
3. How can this situation be avoided when starting an organisational development project?
The most effective method is to clarify expectations thoroughly at the very beginning of the project. Don't settle for general answers; ask for specific situations: "What decisions would you like your team to make autonomously?" or "What does it mean to you that the team will be more autonomous?". At the beginning of an organisational development project, it is worth creating a decision matrix that defines which decisions can be taken autonomously by the staff and which are kept by the manager. It is also important to provide parallel executive coaching or support to prepare the manager for his or her changing role.
4. What role does coaching play in organisational development projects?
Coaching is particularly important for managers who find change difficult to manage. While organisational development focuses on the team, coaching supports the leader to process the new situation, learn to let go of old control mechanisms and develop a new leadership identity. Coaching can help the leader to realize his/her own fears and expectations and to practice a new communication style (less instructions, more questions). CoachLab and ODLab experience shows that it is worthwhile to start a short coaching process with the leader at the beginning of the development process.
5. What should the service developer or consultant do if the manager is dissatisfied with the results after the project?
If the manager is dissatisfied with the result - that is, he or she feels that the employees have become "too autonomous" - the task of the organisational developer is to redefine the situation. The first step is to help the leader understand that the result is exactly what he or she originally asked for. Then, together, a new framework, such as a decision matrix, should be developed to clarify where full autonomy exists and where it remains in the hands of the manager. Continuous feedback and learning is important: through regular meetings with the manager and the team to assess what works and what does not. If necessary, suggest leadership coaching to help the leader find a new role for him/herself (no longer the instructor, but the facilitator, the strategist).
