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Cynicism

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The effect of cynicism can be disastrous, particularly if the cynic is a manager. The attitude of the cynical manager "leads to a workplace environment dominated by a feeling of temporariness, an absence of a lasting vision of what the company and its products ought to be." Cynical managers convey their attitudes by running the business only for the bottom line, treating long-term strategies as subordinate to those of the short-term, treating employees as "hands," and tolerating shoddy products. And in managing in a cynical fashion, they insidiously instill cynicism in their employees and organizational culture.
None of this makes for effective member participation in organizational change efforts. Researchers convey that "it takes equal effort on the part of operators (non-managers) to overcome patterns, one of the most common being the fear and/or cynicism that this is just another 'program of the month'." Members perceive change as being done solely in the interest of management. Resulting lack of cooperation in organizational change efforts results in further insincerity and even anger from management, thereby entrenching the status quo and continuing to severely damage the organization.
Cynicism leads to a generalized mistrust of authority, to disparagement of management communications and directions, and ultimately to denigration of the leadership and mission of the enterprise. This is directly counter to the requirements for several key aspects of effective organization development actions. As explained by Professors Thomas G. Cummings and Christopher G. Worley (Cummings and Worley, 1993), it's vital that the organization development agent establish an effective and trusting relationship with relevant change agents in the organization. This isn't possible with a cynic, considering their mistrustful nature. Do to this lack of trust, other organization

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