The challenge I see is in a hierarchy, often the person above has the perspective that 'you work for me', and believes the short-term benefits they receive from maintaining this (I get things done the way I want) outweighs the vague long-term benefits of mutuality (inspired work based on shared purpose, collaboration, alignment). It's near-impossible for the person lower in the hierarchy to raise this and initiate change in their manager. It's possible an outside coach or facilitator can hold up the mirror and raise the topic, if the manager is somewhat receptive. The difficulty of making a change from below probably contributes to the large number of employees who leave jobs for "a better work environment" - and in hope of a more collaborative boss.
The challenge I see is in a hierarchy, often the person above has the perspective that 'you work for me', and believes the short-term benefits they receive from maintaining this (I get things done the way I want) outweighs the vague long-term benefits of mutuality (inspired work based on shared purpose, collaboration, alignment). It's near-impossible for the person lower in the hierarchy to raise this and initiate change in their manager. It's possible an outside coach or facilitator can hold up the mirror and raise the topic, if the manager is somewhat receptive. The difficulty of making a change from below probably contributes to the large number of employees who leave jobs for "a better work environment" - and in hope of a more collaborative boss.