"Changing this reality is usually more of an attitudinal challenge than a technical or economic issue. “No, this training is for managers,” someone says, meaning that you have to have a certain minimum status in the hierarchy to deserve the educational perk. “**We can’t give this information out to all those people,” someone else says in response to a proposal for shifting the control systems. “Why not?” you ask.** They answer: 1. “Because of security.” The real question is, whose security? **If information on the poor performance of some department or some product is widely known, will this hurt the firm?** Or will it embarrass a few executives and put pressure on certain people to do something? 2. “Because they won’t know what to do with the information.” **They will if they’ve been trained.** 3. “Because of the expense.” Curious logic. **By delegating management responsibility, we’re getting people who typically make $20,000 to $50,000 a year to do work that used to be done by people making $50,000 to $200,000 per year.** The payroll savings will always outdistance any training or new system expenses, unless you retain unnecessary middle management jobs." --- **Tags** -- [[quotes]], [[change-management]], [[learning-and-development]], [[transparency]], [[organisational-culture]], [[counter-intuitive-thinking]] **Source** -- [[20250320103315 - B - Leading Change]]