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Difference between revisions of "Ne nash chelovek"
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The process of alienating ''ne nash chelovek'' begins with creating communication barriers. No order formalises the ban on communication — managers present it as friendly advice to protect the unit's atmosphere. Similar friendly advice would be to avoid any horizontal networking, perceived by the system as a risk of information leaks and disloyalty. Sticking to a vertically integrated chain of command transforms the municipal administration into a set of airtight compartments where practical norms are shielded from external legal oversight. | The process of alienating ''ne nash chelovek'' begins with creating communication barriers. No order formalises the ban on communication — managers present it as friendly advice to protect the unit's atmosphere. Similar friendly advice would be to avoid any horizontal networking, perceived by the system as a risk of information leaks and disloyalty. Sticking to a vertically integrated chain of command transforms the municipal administration into a set of airtight compartments where practical norms are shielded from external legal oversight. | ||
Attempts to establish professional relationships with colleagues | Attempts to establish professional relationships with colleagues across municipal departments often run into subtle but systematic resistance. Patrikeev documents these as follows: "I was explicitly advised not to interact with employees from other departments. "You don't need to go there," they told me. They have their own atmosphere there; we have ours." "They might think you're passing information to others" (Patrikeev forthcoming<ref>A. Patrikeev, ''Meria iznutri: 16 let v koridorax rossiskoi vlasti'' [Mayor's office from within: 16 years in the corridors of power in Russia], in Russian, forthcoming manuscript.</ref>). | ||
According to Herbert Simon, an administrative structure functions effectively only when it is capable of imposing certain psychological attitudes and organizational loyalties on employees, compelling them to make decisions based not on personal convictions but on the goals and context of the organization itself (Simon 1947<ref>H. A. Simon, ''Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization'', (New York: Macmillan, 1947).</ref>). Simon points out that the organization effectively limits the individual's autonomy by creating a zone of acceptance within which the individual is willing to comply with established rules. | According to Herbert Simon, an administrative structure functions effectively only when it is capable of imposing certain psychological attitudes and organizational loyalties on employees, compelling them to make decisions based not on personal convictions but on the goals and context of the organization itself (Simon 1947<ref>H. A. Simon, ''Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization'', (New York: Macmillan, 1947).</ref>). Simon points out that the organization effectively limits the individual's autonomy by creating a zone of acceptance within which the individual is willing to comply with established rules. | ||