Bridging Gaps in Organizational Policy and Practice

Mohit Konfmann

Alright, let’s get into it. So, when we talk about organizational decoupling, we’re really discussing this fascinating divergence. You’ve got formal structures—things like mission statements, policies, those big, lofty corporate goals—and then you’ve got what actually happens in, you know, day-to-day operations.

Monika Konfmann

Yes, exactly. And companies often do this because these formal structures, they—they serve a purpose. They’re designed to reflect what society expects, which in turn gives legitimacy to the organization. But here’s the catch. While they promise one thing outwardly, the reality, the practices on the inside, can look quite different, often for reasons like practicality or efficiency.

Mohit Konfmann

Which, I mean, sounds clever on paper, right? Like, okay, they’re just being efficient. But then you start seeing real-world issues pop up. For example, take corporate sustainability campaigns. Some companies love to advertise their impressive recycling programs or ambitious carbon-neutral goals.

Monika Konfmann

Ah, ja, like the "We care for the planet" kind of narratives, right?

Mohit Konfmann

Exactly! They’ll roll out these glossy ads and—you know—hold press events. But behind the scenes, the waste management might be nowhere near as efficient as they claim. Or maybe the supply chain practices don’t align with those green promises.

Monika Konfmann

It’s so true. And it's this gap, this inconsistency, that’s the core of decoupling. Organizations say what people, or maybe regulatory bodies, want to hear... while internally, they’re doing something entirely different. Honestly, it—it kind of makes you wonder...

Mohit Konfmann

Yeah, wonder what kind of impact it really has, especially on employees. Like, if you’re an employee and you see the company’s public image doesn’t match its internal practices, how does that affect you? Does it, you know, erode trust?

Monika Konfmann

Exactly. And this is where organizational commitment, or OC, comes into the picture. When these discrepancies occur, employees—who are what we call high-proximity stakeholders—they’re directly exposed to these contradictions. The big question is, how do they react? Do they lose motivation? Or maybe feel disheartened?

Mohit Konfmann

Or frustrated! Like, imagine working on the ground level and knowing what’s really going on while hearing your company publicly claim something wildly different. That’s gotta be, I dunno, maddening, right?

Monika Konfmann

Ja, and that's where cynicism can start to grow, but we’ll talk about that more in a bit. For now, it’s important to establish that when these gaps exist, they can do real damage to the internal culture of an organization.

Mohit Konfmann

Right, and this is where it starts to really affect the organization on a deeper level. Think back to the disheartening or even frustrating effects we talked about earlier—Hauptmann’s research shows that when employees see these gaps between what a company says and what it actually does, their commitment to the organization often suffers significantly.

Monika Konfmann

Ja, and it makes sense, right? Imagine being told that your company is all about sustainability. And then, you see policies ignored, goals postponed, or—you know—resources just wasted. It—it sends a clear message that those promises weren’t made in good faith.

Mohit Konfmann

And that can lead to some pretty strong reactions, can’t it? Like, employees might not just feel disappointed—they could start feeling outright cynical. “If they’re not serious about sustainability, why should I care about this vision they’re pushing on us?” you know?

Monika Konfmann

Ja, exactly! Employees might even start doubting the company’s other commitments, right? Like, if they can’t follow through on sustainability, what about fairness or—um—career growth opportunities?

Mohit Konfmann

It's like a domino effect. One broken promise shakes the whole table, and suddenly nothing feels stable. And Hauptmann actually studied this by looking at how attitudes, like environmental awareness, play into these reactions.

Monika Konfmann

Yes, and one point she highlights is this: Employees with strong environmental attitudes—those who, you could say, care deeply about sustainability—they're even more likely to feel disillusioned when they see this kind of decoupling. It’s, um, an even bigger betrayal of their values.

Mohit Konfmann

Wow. That must amplify the cynicism, right? Like, they’re not just frustrated—they might feel alienated, too. It’s almost like, “Do my values even matter here?”

Monika Konfmann

Ja, and that cynicism, it doesn’t just stay in private thoughts. It can ripple out, eroding trust among colleagues, undermining teamwork, or—for some—it may mean they disengage entirely from their work.

Mohit Konfmann

And then the whole idea of corporate sustainability just collapses. If the people who’re supposed to bring it to life don’t even believe in it anymore, then what’s left?

Monika Konfmann

It’s, um, one of the reasons Hauptmann’s research is so important. She’s showing how these gaps—between promises and practices—they destabilize not just external legitimacy but the internal culture as well.

Mohit Konfmann

That insight from Hauptmann is crucial, Monika. It really underscores just how deeply these gaps can shake an organization. So, let’s talk solutions. I mean, with such significant stakes, how do we begin to bridge the divide between policies and actual practices?

Monika Konfmann

Ja, I think it starts with leadership recognizing that every commitment they make is essentially a promise. And when those promises aren’t fulfilled, the trust, both internal and external, erodes quickly. One of Hauptmann’s key suggestions was ensuring that structures like mission statements and sustainability policies closely align with what’s actually practiced on the ground.

Mohit Konfmann

Right. It’s like saying, “Don't just talk the talk, walk the walk,” but on, like, a much bigger stage. And do you think the experimental approaches she mentioned—like those vignette-based scenarios—are helpful here?

Monika Konfmann

They can be, definitely. These vignettes allow researchers to simulate scenarios, so they get an insight into how employees might react to certain forms of decoupling. It helps identify patterns in attitudes, like cynicism or disengagement. But of course, it does have its limitations, like generalizability. An experiment doesn’t always reflect, um, real-world complexities.

Mohit Konfmann

Yeah, I was gonna say. You’re essentially working with a controlled environment, right? So, while it’s great for identifying trends, the challenge is applying those insights across different cultures or industries.

Monika Konfmann

Ja, exactly. Cross-cultural differences, for example, can significantly affect how employees interpret these gaps. What might frustrate employees in one country could be seen as just, um, a practical necessity in another. So leaders must pay attention to these nuances.

Mohit Konfmann

Totally. And at the same time, there’s this big question: Should leaders prioritize rebuilding trust over short-term gains? 'Cause—and correct me if I’m wrong here—it feels like a lot of organizations see trust as... almost optional.

Monika Konfmann

Unfortunately, ja, some do. But ignoring trust can create long-term issues. When employees feel respected and valued, their organizational commitment increases—not just in, um, emotional ways but also in productivity and innovation. Building trust might take time, but it’s worth it.

Mohit Konfmann

Yeah, because you can’t just slap a sustainability label on a company and expect that to fix everything, right? Genuine alignment between policy and practice takes work. But the payoff is a workforce that’s engaged and actually believes in what they’re doing.

Monika Konfmann

Ja, and to me, that’s the key takeaway. Trust-building shouldn’t be an afterthought—it should be central to any organization’s strategy. Aligning what you say with what you actually do isn’t just about looking good to the public; it’s about cultivating a solid foundation within the organization itself.

Mohit Konfmann

Well said. It’s a solid reminder to all the leaders out there listening—actions speak louder than words. And for the rest of us, maybe it’s worth asking if the companies we work for, or even support as consumers, are living up to their promises.

Monika Konfmann

Exactly. And on that note, I think we’ve covered quite a bit today.

Mohit Konfmann

We have! This has been such an enriching discussion, Monika. Honestly, I learned a lot, and I hope our listeners did, too. Thanks for, you know, making those research findings so accessible.

Monika Konfmann

Thank you, Mohit, and I hope this inspires some, um, reflection and action. And to everyone listening, thank you for joining us. It’s always a pleasure to dive into these topics with you all.

Mohit Konfmann

Absolutely. Take care, everyone, and we’ll catch you next time!