Replying to LO30149 --
At de Lange writes:
>...
>Learning Individuals and Learning Organisations have very rugged entropy
>landscapes. However, to be contend with what one has learned in the past
>and trying to get as much mileage from it, is a sure recipe for drawing
>out a conflict beyond any strategic advantage. ...
I believe this is the essence of why bureaucracies finally fail (or fail
to remain efficient). Conditions change while the learnings from the past
do not. While we rely on this model for our trades such as bricklayers and
steelworkers, we cannot expect business conditions to remain the same like
brick and steel do.
In the business context, the drawing out of a conflict might be analogous
to remaining in a specific market with specific products.
>...
>What is needed in human systems are leaders who have
>sufficient free energy with an internal rhythm to maintain it. Such
leaders
>can lead the system into a rugged landscape once again. One clear thing
>about them is that they quickly resolve existing conflicts while avoiding
>new ones. This strategy has never failed to work.
One symptom of how this is clearly not working in the US and Canada right
now is the frequency with which CEOs are being replaced. No time in recent
history has had such a short lifespan for CEO tenure. Yet surely the
conditions have not changed that significantly. It seems that it has
become fashionable for Boards of Directors to change CEOs. Perhaps it is
the CEOs that fail to recognize that one of their conflicts needing
attention is the relationship with their Board?
Thanks At for a stimulating submission as usual. You require us to think
and absorb.
Regards... Keith
keith.cowan@ytasp.net
604-833-6253
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