Organisational Dissonance. What is it?

Organisational dissonance occurs when an organisations stated beliefs, purpose, culture and actions do not all align.
There are plenty of examples of organisational dissonance, and currently, in Australia, we can see it playing out in the highest levels of government as well.

Some of our bug bears, and most glaring contradictory misalignments include;

Organisations that claim that businesses should be a force for good but are themselves, non-profit entities. Taking the benefits of non-profit status, while having the stated aim that it is, in fact, businesses that should be the driving force for change.

Political parties that are staunchly anti-union, anti-strike action and generally have an attitude of ‘grin and bear it’ when prescribing action to their constituents, shutting up shop and closing down parliament to sort out their own internal problems, rather than simply do their jobs.

Non-profit organisations that claim to want to have long-term impact, but only focus on selling and promoting short-term, instant gratification projects and activities without working to have programs and frameworks for the long-term. At the same time failing to help their supporters understand and see the value in long-term engagement to solve problems.

Organisations with stated aims to assist members of a community through a single area of intervention, wanting to help a group of people, but only providing one element of the help. Ostensibly because they care about the welfare and opportunities of this particular community in need. At the same time they are refusing to work alongside or collaborate with other organisations, who provide different kinds of necessary support, to the same community. This kind of in-fighting among organisations is rife and causes misery inside and outside of the organisations.

Schools that claim to value education and delivering quality education to children, that simultaneously cut the lowest performing and most in-need students in order to keep their performance results high.

Organisational dissonance is one of the biggest blocks to actual equality of opportunity, as we descend further into a culture of ignoring the gaps between stated aims and beliefs and actions. No-one is perfect, no organisation is perfect, but systemic hypocrisy and dissonance should be identified and changed. Quickly.

When the Just Be Nice Project works with out partner organisations, one of the first things we look for is signs of organisational dissonance, staff dissatisfaction, cultural difficulties, uncertain future goals and a lack of trust. It is possible to align what you say you want to do, and what you do and how you do it.

It might not be easy, but it is possible. That is what makes character-led organisations so valuable.

Share