„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

These requisite conditions are not achieved easily, and a number of individual and
organizational obstacles interfere with realizing them.
MAJOR OBSTACLES TO MENTORING
People in the organization may discount the importance of relationships at work or not
have the skills needed to build supportive alliances. Studies of mentoring, superiorsubordinate,
and peer relationships in numerous organizational settings indicate several
obstacles to establishing effective mentoring relationships (Clawson, 1980; Kram, 1980;
Kram & Isabella, 1985; Levinson, Darrow, Klein, Levinson, & McKee, 1978). These
individual and organizational features, summarized in Table 1 and explained further in
the following paragraphs, also have been noted by those who have attempted to set up
formal mentoring systems (Klauss, 1979; Lean, 1983; Phillips-Jones, 1982).
Obstacle 1: A reward system that emphasizes bottom-line results and, at the same
time, does not place a high priority on human resource development. The reward system
of an organization significantly influences how people behave and what they consider to
be valued activity (Lawler, 1977). In a “bottom-line” context, people are inclined to
view relationship-building efforts as a distraction from work. Thus, any attempts to
provide mentoring to junior colleagues or to seek out supportive relationships with other
colleagues will occur because of personal needs (Kram, 1983). Criteria for promotion
are related only to technical performance. It is unlikely that a person will embrace the
role of mentor when there are no organizational rewards for doing so.
When recognition and rewards are tied to efforts to coach and mentor, people are
more likely to seek out opportunities to do so. Research on well-managed companies has
confirmed that rewards for subordinate development result in more attention to coaching
and mentoring efforts and in an increase of highly talented managers for the
organization (Digman, 1978; Peters & Waterman, 1982).
Another aspect of the reward system that can hinder mentoring concerns the
rewards available to those at mid-career who no longer have opportunities to advance in
the organizational hierarchy. If there are no alternatives, people are likely to feel
discounted and resentful (Hall, 1980). This contributes to self-doubt and to a lack of
interest in supporting the growth of others. Indeed, the mentor relationship frequently
becomes destructive when the mentor foresees no further advancement and no other
rewards for his or her continued contributions to the organization (Kram, 1983).
Finally, although a reward system may encourage mentoring by promoting those
who develop talent for the organization, this practice can encourage developmental
relationships only for those who have been labeled as high-potential candidates, rather
than for a wider range of organizational members. Indeed, the coaching and mentoring
functions sometimes are explicitly assigned to people who are two levels above those
who have been labeled “fast trackers.” This has the effect of making mentoring available
only to those who have demonstrated high potential early in their careers.
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The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer