Executives don't believe their employees would act in the best interest of the company, so they feel the need to dictate every action and deed by applying stringent rules to every function. And that's where things get insidious. Organic companies know that there's an implicit contract between employer and employee. As in nature, species don't survive because their individual members have an overriding sense of altruism. They survive by acting in their own interest.
Employees are no different.
If they have nothing to gain by coming up with a new idea, going out of their way to solve a customer problem, collaborating with a colleague or sharing information with a supplier, they simply won't do it. Linking pay with performance is only one tool organic companies use to motivate employees. Consequently, hiring practices that emphasize attitude and aptitude over demonstrated skills are the first steps to hiring an organically inclined workforce. Fradette singles out Microsoft Corp. and Southwest Airlines Co. for their adroitness at hiring for attitude and innate intelligence rather than for direct industry experience. Among the methods he suggests are setting up corporate universities and moving employees in and out of different roles.