As they struggle with the impact that globalization is having on the economy, many of our executives and managers face a number of well-documented obstacles ranging from global competition, to shrinking resources, to the continued urgency to produce short-term profits whilst ensuring long-term success. Judging by the recent front pages of our newspapers and magazines, in addition to these worldwide obstacles, Mauritian executives and managers also have to cope with unique demands. I can think of at least three: the significant gaps between our workforce skills and business needs; the appropriate use of new technologies, and the difficulty of putting into practice modern and progressive methods of managing people.

I might be wrong but I think what these newspapers and magazines fail to mention on their front pages is the presence of fear. Fear? you would ask. Yes fear as the ever-present, all-pervasive background phenomenon that can undermine the commitment, motivation, and confidence of our managers and workforce alike in these difficult times. Fear as evident when we become reluctant to speak up about the needed changes, improvements, or other important work issues, in case those in power fall down upon us like a ton of bricks. Fear as apparent when we fail to come up regularly with ideas or demonstrate a lack of enthusiasm for the task ahead. Fear when the suggestions we generate never go beyond the ordinary or our conversations invariably circle the problem but never pin it down decisively and completely. Fear when whispers are heard in the passage or when conversations come to an abrupt halt as the boss walks into the room. Fear when micromanaging is the norm and everyone complains of not being trusted or of being disempowered.

Much of our textile industry is in the throes of a quality and innovation issue. Almost every word that is written or spoken in this regard urges our factory owners and directors to move boldly forward and implement as a matter of urgency a sustained quality improvement drive that will result into a high level and competitive product. The teachings W. Edwards Deming on continuous quality improvement are most conclusive: quality is impossible when people are afraid to speak their minds and tell the truth. In a work climate imbued with fear, invariably scrap material gets hidden, numbers and schedules are misrepresented and poor products are shipped to the customers, as the quality assurance people know better than dare stop the line.

<B>The trust-based organisation</B>

Contrast the above scenario with an organisation where fear has been removed and trust prevails. In this organisation, high quality goods and services are produced and these meet the needs of loyal, satisfied customers.

Work is great fun and a source of pride. A relaxed atmosphere prevails, people laugh and joke frequently, celebrations of employees are frequent and generally, the latter feel proud of their work and their company.

Employees are respected for their competence, perspectives and contributions. Their advice is sought regularly and is rewarded when it produces benefits.

Leaders have competence and integrity – they know what they are doing and carry it out professionally. More importantly, they are consistent, reliable and truthful. They have high ethical standards. In short, they can be trusted.

Utopia? I don’t think so. The research literature is full of examples of companies that have succeeded in driving fear out of their premises and create a culture of trust and openness. To move forward into our new world, our organisations will have little choice but to go this route and create a trust-based environment where quality, productivity and innovation can flourish.

<B>Prof E Charoux

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