Replying to LO28345 --
Replying to LO28332
Dear Alan,
Your comments are quite valid in your given organization and no doubt many
of you staff colleagues may feel as you do regarding Complexity in
Management. However, dealing with issues surrounding Crisis in Management,
allows managers and others to reflect on contingency plans to address
issues relating to operational plans which can and do "go aground." Often
enough, it is the strategist who looks beyond the horizon and visualizes
the worst case scenarios for their companies to ensure that operational
risks are accounted for in a 150% manner.
There are numerous cases documented in Australia as well as overseas where
Crisis Management planning has helped to decrease operational risks when
certain situations arose which affected the commercial viability of the
business or the industry as a whole. Having worked in several industries
and served as an officer in the Army Reserve, I have seen the benefits of
Crisis Management planning.
Thank you.
Kind regards,
Glebe Stcherbina
Sydney, Australia
Alan Cotterell wrote:
> As a manager of several explosives laboratories in an Australian Defence
> Factory, I wrote a small policy manual to be used by officers supervising
> sections of the labs. This simple action allowed them to substantially
> self manage - in short - it 'empowered' them. All this garbage about
> complexity in management doesn't take into account the unwritten and
> misunderstood rules of an organisation. I suggest we should all move away
> from 'crisis management' and begin to manage the operational risks -
> quality, safety, environment, security.
--Glebe Stcherbina <gstc3416@mail.usyd.edu.au>
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