Often, you can find a way to solve problems in an organization simply by moving away from impersonal statements. Impersonality implies a lack of responsibility. “The company decided,” “this is the company’s policy,” “the company supports,” “management believes,” “it was approved in the business plan”… Behind all of this should be specific people with specific authority, specific approaches, and specific solutions.
If we refer to people by their names, and if these were collective decisions, then we can understand and change a lot. The dress code document is not a “company policy,” but rather the work of HR Ivanova, approved by director Sidorova. The budget was prepared together by Petrov, Sidorova, and Kovalenko. The head of the transport department, Petrenko, and accountant Kravchenko deemed it impossible to reimburse private car owners for gasoline, and Sidorova, at the initiative of Kuzmenko, signed a document to reduce expenses on toilet paper, etc.
Often, the addition of impersonality can be a defensive reaction from authors who are not entirely confident in their abilities, trying to protect their own decisions and “sell” them, while still wanting to take the lead. However, by distancing themselves from personal authorship, these individuals do not enhance their own authority or build a reputation. Instead, the authority and reputation of a soulless and irrational entity, akin to an amoeba, grow—where the term “teamwork” describes the uniformity and predictability of the behavior of a gray mass devoid of personality, like plankton.