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The Flying Bridge Syndrome

Bryan Gray

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Published in The Flying Bridge Syndrome Janet Biehl

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The Flying Bridge Syndrome is a term coined by organizational theorist Janet Biehl to describe a phenomenon that she has observed in various organizational settings. The syndrome refers to the tendency for those in leadership positions to become isolated from the rest of the organization, leading to a lack of communication, understanding, and trust.

Biehl identifies a number of factors that can contribute to the Flying Bridge Syndrome, including:

Hierarchy: In hierarchical organizations, leaders are often at the top of the pyramid, with little opportunity to interact with those at lower levels. This can lead to a sense of isolation and a lack of understanding of the challenges faced by those below them.
Communication: Leaders often rely on formal channels of communication, such as emails and memos, to communicate with their employees. This can be a less effective way to communicate than face-to-face interactions, and it can lead to misunderstandings and a lack of trust.
Culture: The culture of an organization can also contribute to the Flying Bridge Syndrome. In organizations where there is a culture of fear or distrust, leaders may be less likely to reach out to their employees and engage with them.
Leadership style: The leadership style of the individual leader can also play a role in the development of the Flying Bridge Syndrome. Leaders who are autocratic or controlling are more likely to isolate themselves from their employees, while leaders who are collaborative and inclusive are more likely to build strong relationships with their teams.

The Flying Bridge Syndrome can have a number of negative consequences for an organization, including:

The Flying Bridge Syndrome

by Janet Biehl

5 out of 5

Language	:	English
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Lack of communication: When leaders are isolated from the rest of the organization, there is a lack of communication between the top and bottom of the organization. This can lead to misunderstandings, a lack of trust, and a decrease in morale.
Poor decision-making: When leaders are not in touch with the day-to-day challenges faced by their employees, they are less likely to make good decisions. This can lead to poor performance, a lack of innovation, and a decrease in profits.
Conflict: The Flying Bridge Syndrome can also lead to conflict between leaders and their employees. When employees feel that their leaders are not listening to them or understanding their concerns, they are more likely to become frustrated and angry. This can lead to conflict, a decrease in productivity, and a loss of trust.
Innovation: The Flying Bridge Syndrome can also stifle innovation. When leaders are isolated from their employees, they are less likely to be exposed to new ideas and new ways of ng things. This can lead to a lack of innovation and a decrease in creativity.
Change management: The Flying Bridge Syndrome can also make it difficult to implement change in an organization. When leaders are not in touch with the concerns of their employees, they are less likely to be able to persuade them to accept change. This can lead to resistance to change, a decrease in productivity, and a loss of morale.

There are a number of things that organizations can do to overcome the Flying Bridge Syndrome, including:

Creating a more inclusive culture: Organizations should create a culture where everyone feels valued and respected, regardless of their position in the hierarchy. This can be done by encouraging open communication, providing opportunities for employees to participate in decision-making, and creating a supportive work environment.
Improving communication: Organizations should improve communication between leaders and employees. This can be done by using a variety of communication channels, such as face-to-face interactions, emails, and social media. It is also important to create a culture where employees feel comfortable speaking up and sharing their ideas.
Encouraging leadership development: Organizations should encourage leadership development at all levels of the organization. This can help to create a pool of leaders who are prepared to take on leadership roles and who are able to communicate effectively with others.
Providing support for leaders: Organizations should provide support for leaders so that they can be successful in their roles. This can include providing training, mentoring, and coaching. It is also important to create a culture where leaders feel comfortable asking for help when they need it.

The Flying Bridge Syndrome is a complex and multifaceted phenomenon that can have a number of negative consequences for an organization. However, there are a number of things that organizations can do to overcome the syndrome and create a more inclusive and effective workplace.

By creating a more inclusive culture, improving communication, encouraging leadership development, and providing support for leaders, organizations can create a workplace where everyone feels valued and respected, and where everyone has the opportunity to contribute to the organization's success.

The Flying Bridge Syndrome

by Janet Biehl

5 out of 5