Transferring initiative

The fifth stage sees employees starting to communicate with fellow victims of the managerial strategies and to initiate support groups (e.g. developing sub-cultures in the various departments).

Managers start to withdraw from their strategies to ensure their personal survival, and, in that sense, to initiate forms of resistance of their own (mirroring non-managers), which they do by an increasing emphasis on their power:
‘Managers and shareholders have the power here [at Laurens] because they own the land’ (9.9.3).

Employees are not expected to become more competent in performing collective tasks (Reid and Barrington 2004, 2007; Jakupec and Garrick 2000; Harrison 2005; Simmonds 2003). Their existing skills are downplayed. Management responses to problem-solving do not, in employees’ views, address the longer-term difficulties (e.g. providing sustainable education and counselling services to young adults).