The problem is one of reciprocity and expectations. Each side to the transaction is willing to trust the other, to give a little today, to refrain from taking maximum immediate advantage of the other side; if each side anticipates that the other side will reciprocate good for good and bad for bad. But when one side expects that any attempt at trust, any proffer of cooperation, or any restraint in exploiting the other side will be met with a sneer and subsequent attempts by the other side to take maximum immediate advantage, then the first party will behave accordingly. Those expectations, in turn, are driven by the history of relations between the two parties themselves; their (possibly diverse, and partially vicarious) experiences in other, similar situations; and general local norms and customs concerning "appropriate" relations between employers and employees.
Identifying a better way of doing things is generally a lot easier than implementing it, especially when the better way depends, as it often does in human resources management, on joint and cooperative efforts between labor and management or even simply on changing the expectations of employees. So as we talk about change, we'll spend a lot of time worrying about how to unfreeze expectations and beliefs that impede efficient employment relationships and how to create helpful expectations and beliefs. leia todo o artigo
