The Dangers of Deference

Deference to authority is deeply engrained in most societies, so it’s no wonder that it shows up in so many organisations. Pushing back against this hierarchical authority can be very uncomfortable. And it’s made even more difficult when such push-back is discouraged – either by an unwillingness of senior people to receive feedback or subtle punishment for people who do speak up.

But managers at all levels need their people to provide different perspectives and challenge them. Being further from their team’s problems, leaders lack the data to solve every problem. Therefore, they need to depend on subordinates who are closer to the action to supplement their knowledge. But that’s the logical argument. On a more emotional and often unconscious level, people in positions of authority often feel they should have all the answers, display strength and confidence, and give clear direction. If they’re contradicted or challenged by a subordinate they feel threatened, or worried about looking weak. To avoid this, they send out signals, sometimes unintentionally, that they don’t want their people to speak up.

Breaking free of an overly deferential culture isn’t easy, but here are a couple of steps that might encourage push-back:

WITH YOUR PEOPLE: Make it easy. Actively ask your people for their opinions. Draw them out. Recognise and reinforce employees who do speak up. Most importantly, if you do start feeling threatened, try not to react immediately in a way that might shut down the discussion.

WITH YOUR BOSS: If you’re concerned that your boss is unproductively hiding behind a shield of authority, try to make him more aware of this. Talk in private about the deference dynamics and what information may not be getting through. Join forces with some of your peers to increase the power of your collective voice. Suggest ground rules for meetings that encourage healthy criticism. And if none of these tactics work, talk with your human recourses partner for additional help.

There’s nothing wrong with a certain amount of deference in organisations. But too much can lead to frustration, resentment and poor decision-making. Changing these cultures is hard work, but it’s essential for long-term success.

(Ron Ashkenas is a managing partner at Schaffer Consulting and a co-author of “The GE Work-Out” and “The Boundaryless Organization.” His latest book is “Simply Effective.”)

© 2011 Harvard Business Publishing