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In W. Edwards Deming’s 14 points that transformed American industry, number eight was: “Drive out fear so that everyone may work effectively for the company.” The management visionary said that people are not going to want to improve processes if they fear retribution.

In the book “Driving Fear out of the Workplace,” after interviewing a wide range of people across the United States, Kathleen Ryan and Daniel Oestreich found four interrelated themes concerning fear in the workplace:

• The relationship with the boss is of key importance;

• A little bit of fear goes a long way;

• When threatened, people react with strong emotions; and

• In spite of fear, most organizations operate satisfactorily.

Satisfactorily? Is that how organizations should be operating in this challenging economic environment? Organizations have to deal with change and make decisions that can cause pain and uncertainty. But healthy organizations know that employees are assets to be valued rather than expenses to be cut, and they provide support for workers to help them deal with change. Bosses are not responsible for making employees well and healthy people. But they are responsible for making a lively and healthy organization in which employees can work without corrosive fear or anxiety.

Annually, Fast Company magazine compiles a list of the world’s 50 most innovative companies. The No. 1 company is Google Inc.

In the magazine’s March 2008 cover story, one theme about Google employees emerged: “Whether they’re designing search for the blind or preparing meals for their colleagues, these people feel that their work can change the world. That sense is nonexistent at most companies, or at best intermittent, inevitably becoming subsumed in the day-to-day quagmire of PowerPoints, org charts, and budgetary realities.”

Ten Google employees were profiled in the article. Some of their comments:

• “We argue about strategy and whether our products are good or bad. We argue about everything. But you want conflict to thrive in a supportive way.” – chief information officer and vice president of engineering

• “Google is investing in brains. … We have a high tolerance for chaos and ambiguity.” – engineering director

Recently, I asked a vice president of global operations for IBM Corp. what is the most important thing people should learn in order to be the leaders of the future, and she said: “Instill in them an attitude of innovation and prudent risk taking. You can’t cut your way to growth. You can’t turn the motor off when the water gets choppy. In a down economy, companies are not going to survive and thrive in an environment of fear. ” 

Jann Freed holds the Mark and Kay De Cook Endowed Chair in Leadership and Character Development at Central College in Pella.