Plateauing is a term that has been used to describe how workers feel when long periods of stability are perceived as sameness and stagnation. Bardwick identifies two work-related causes of this malaise. The first relates to content, or being in a specific role for so long that it seems there is "nothing new to master and the responsibilities and problems feel repetitive" (1986, p. 69). The second relates to structure, or "the end of promotions in the organization" (1986, p. 12) [italics in the original].
What leads to plateauing within organizations? Because different people experience their work environments differently, it is easy to conclude that a better understanding of the problem requires a better understanding of individuals and how they cope with their organizational life. In fact, there is much evidence to support this conclusion. The literature indicates that plateaued workers tend to be older ; remain in well-defined positions for more than five years (Bardwick, 1987); change positions frequently early in their careers and less frequently later in their careers ; and have not attended college .
While these individual factors are important, it is also important to examine the environmental context as a causative factor in plateauing. The kind of organization in which people work as well as such things as norms, culture, climate, and leadership styles may have an impact on the extent to which these workers are inclined toward change and growth or security and stability. For example, people who work in mature, low-growth organizations are likely to experience plateauing to a greater extent than those who work in organizations that are adding new products, seeking larger market shares, and growing .
In this article we present data supporting the notion that the nature of the organization in which one works as well as the surrounding community are major influences on the extent to which plateauing is experienced. Findings of a recent study of respondents from four different levels of educational organizations are