{"id":1365,"date":"2022-11-27T11:22:57","date_gmt":"2022-11-27T10:22:57","guid":{"rendered":"https:\/\/www.xl-growth.com\/?p=1365"},"modified":"2026-10-29T12:20:34","modified_gmt":"2026-10-29T11:20:34","slug":"omgaan-met-angst-in-een-organisatie","status":"publish","type":"post","link":"https:\/\/salomons.coach\/nl\/dealing-with-fear-in-an-organization\/","title":{"rendered":"Omgaan met angst in een organisatie"},"content":{"rendered":"<p class=\"has-text-align-left wp-block-paragraph\"><code><img decoding=\"async\" width=\"200\" height=\"129\" class=\"wp-image-1369\" style=\"width: 200px;\" src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2022\/01\/organisational-culture-fit-5.jpg\" alt=\"\" srcset=\"https:\/\/salomons.coach\/wp-content\/uploads\/2022\/01\/organisational-culture-fit-5.jpg 279w, https:\/\/salomons.coach\/wp-content\/uploads\/2022\/01\/organisational-culture-fit-5-18x12.jpg 18w\" sizes=\"(max-width: 200px) 100vw, 200px\" \/><\/code><\/p>\n\n\n\n<p class=\"has-text-align-left wp-block-paragraph\">Ik zat bij de vergadering met een aantal senior managers. Ik kon mijn gedachten niet loslaten van de hoge druk om aan onze klantverwachtingen te voldoen, aangezien we achter op hen zaten. Tegelijkertijd moest ik als manager het delicate onderwerp van de gezondheid van de mensen aan de orde stellen. Ik had veel van de symptomen van de \u201coverbelasting\u201d in mijn team opgemerkt, vooral de afgelopen maanden. En om eerlijk te zijn, heb ik deze symptomen ook bij mezelf waargenomen. Er waren gewoon te veel dingen tegelijk, we voelden ons overweldigd en konden de controle niet meer behouden. Ik merkte ook problemen op in de co\u00f6rdinatie en communicatie met mijn collega\u2019s; irritaties kwamen gemakkelijk naar boven en soms merkte ik zelfs ernstige concentratieproblemen op. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ik herinner me nog uit een paar jaar geleden, toen ik werkzaam was als operationeel manager in de transportsector, dat angst om te spreken tot zeer ongewenste situaties kan leiden. Het kwam zelfs tot het punt dat mensen zich lastig werden gevallen, totaal oneerlijk werden behandeld en losraakten van hun werk, de organisatie en zelfs van zichzelf. Mensen kwamen gewoon naar het werk, deden wat ze moesten doen, maar de \u2018geest\u2019 was er nooit. Natuurlijk ging de prestatie erdoor, managers werden onder druk gezet om de prestaties te verbeteren en begonnen nog harder te werken. Een dode spiraal.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Wat heb ik geleerd van die ervaringen? Veel, vooral over mezelf. Allereerst heb ik geleerd hoe belangrijk het is om vast te houden aan de waarden die belangrijk voor mij zijn. Ik heb ervaren wat een positief effect dat heeft op het opbouwen van relaties met anderen. Als je angst wilt uitbannen in de organisatie, begint het bij leiders die zich bewust zijn van zichzelf en van wat belangrijk is om betrouwbaar te zijn, om zeer voorspelbaar en consistent te zijn in hun gedrag. Dat cre\u00ebert vertrouwen, de basis voor alle relaties en verbindingen. Ook de basis voor een gezonde organisatie waar mensen kunnen floreren en presteren omdat ze het willen.<\/p>\n\n\n\n<p class=\"has-medium-font-size wp-block-paragraph\">Hoe kun je symptomen van angst in een organisatie herkennen?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Als u in een organisatie meer dan 3 van de onderstaande symptomen aantreft, heeft u waarschijnlijk te maken met angst.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Micro-management: eenvoudige beslissingen mogen niet op de juiste niveaus in de organisatie worden genomen.<\/li>\n\n\n\n<li>Tijdmeting in plaats van outputmeting, mensen aarzelen om te vertrekken terwijl de baas nog op kantoor is<\/li>\n\n\n\n<li>Een ongezonde competitieve sfeer, die zelfs zo ver gaat dat men idee\u00ebn van elkaar steelt<\/li>\n\n\n\n<li>Het eerste reactie van mensen is gebaseerd op wantrouwen; ze overwegen altijd eerst de mogelijke impact.<\/li>\n\n\n\n<li>Verzet tegen nieuwe idee\u00ebn, evenals het gebrek aan nieuwe idee\u00ebn die worden gepresenteerd<\/li>\n\n\n\n<li>Prestatiecijfers bepalen hoe mensen worden beoordeeld<\/li>\n\n\n\n<li>Vaak een cultuur van \u201cons\u201d versus \u201czij\u201d.<\/li>\n\n\n\n<li>De meeste discussies vinden plaats buiten de vergaderruimte (er werd al over nagedacht voordat de vergadering begon)<\/li>\n\n\n\n<li>Politiek gedrag wordt gezien op alle niveaus van de organisatie<\/li>\n\n\n\n<li>Prestaties en kwaliteit kunnen alleen worden behaald door directe supervisie.<\/li>\n\n\n\n<li>Weigeren om fouten toe te geven, fouten verbergen, liegen over fouten en anderen de schuld geven.<\/li>\n\n\n\n<li>Verzwijgen of volledige ontkenning van aangevoerde kwesties<\/li>\n\n\n\n<li>Een sfeer van \u201cwe weten het allemaal\u201d, vaak gebaseerd op succesvolle ervaringen in het verleden (we weten hoe we dit moeten doen).<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Omgaan met <\/p>","protected":false},"excerpt":{"rendered":"<p>I was sitting in the meeting with a few senior managers. 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