What happens when ambitions diverge in an organization?

Have you experienced that different parts of the organization are going in different directions, even though everyone really wants the best?

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Scattering ambitions — a hidden obstacle

In many organizations, a gap arises between the strategy of the management, the objectives of the departments and the personal aspirations of the individual. Some want growth and expansion, others are passionate about quality and security, while others are mostly concerned with working environment and well-being. All the ambitions may be legitimate and valuable -- but when they don't play together, friction, misunderstandings and a loss of energy ensue. Research shows that mismatches in goals and direction create ambiguity and impair motivation. Instead of experiencing progress, employees find themselves “working backwards” because priorities and signals diverge.

Norwegian examples

In healthcare, we have seen how hospital managements have pressure on efficiency and budget, while staff have ambition for quality and time to patients. When ambitions diverge, the level of conflict becomes high and motivation low.
In the construction industry, there have been cases where management has wanted rapid production to achieve financial goals, while professionals on the floor have been concerned with safety and thoroughness. The result has often been both accidents and distractions.

What can managers do?

When ambitions diverge, it's not about choosing one direction and overtaking the rest, but about creating a shared image that makes sense.

Managers can:

Creating clarity of purpose: Make sure everyone knows why we do what we do.
Translating strategy into practice: Link the organization's goals to concrete actions in everyday life.
Listening to different aspirations: Recognize that employees can be motivated by different things — and find ways to integrate this into the whole.
Bridging: Facilitate dialogue across levels and departments so that different aspirations are visible and can be balanced.
Using values as a compass: When goals go in different directions, the value base can help prioritize.

Reflection Questions for Managers

What ambitions live side by side in our organization — and where do they draw in different directions?
How can I, as a leader, help build a common understanding without undermining diversity of motivation?
Do we actively use the values of the organization when we have to balance conflicting goals?
What are we doing to ensure that both “growth”, “quality” and “well-being” have a place in our development?

Scattering ambition is not a sign of weakness, rather a sign of diversity. The challenge lies in creating a community that makes sense across. When leaders manage to bring together different driving forces in one direction, a force arises that makes the organization stronger and more sustainable.

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