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May 2024
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GHOSTS EVERYWHERE4/5/2019 If organizations make decisions on the basis of what others will do, say, react (violently) against them for making those decisions, these leaders should be vacate their positions.
For one thing, their decisions should be based on facts and observable evidence. Their decisions should be guided by a rationale and logical criteria or a set of guidelines that the organizations should abide by as part of their mandate, terms of reference and business strategy. To discuss the risks involved in decision-making, it is all about probability and impact. The probability that their constituency will be irate and will tear their door and /or the decision will cause havoc in the community should be taken in proportion. Who are these people, how serious will the impact of this decision be? To hide under the guise that people will see this as partiality, special treatment, or favoritism is nonsense. Open your meetings, create guidelines, stick to your mandate, and weigh risks objectively, not as something to be afraid of rather than to determine if its actually an issue. If you see ghosts everywhere, you might not want to get out of house or your room. It's the same thing as those leaders who cant and wont make a positive decision because they see things that do no exist. Fear-based decision-making is the worst of all. The default is always a No.
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A HAMMER FOR A NAIL4/3/2019 Abraham Maslow said "if all you have is a hammer, everything that you see is a nail."
Very true. We have a cognitive bias for that one skill, method, approach, thinking, acting, doing. We think that it will solve all the problems in the world or perhaps in our household. If organizations are one-trick ponies, not capable to adapting and innovating to the changing times, the hammer that they will be using will become obsolete (including the nail) one day and that is the end of their utility. Learn to adapt to the new needs, ride on the wave of new needs. or create the need itself, then think about how your organization can service them.
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BUREAUCRACY KILLS4/1/2019 When you work in a bureaucratic organization, it is not about effectiveness, it is about putting more layers and layers of unnecessary tasks without an inch of value or input or significance to the process being performed.
I have seen how two to three clerks get to process one application. Two to three signatories needed in a report. Two to three supervisors to report to and other two to three combinations of divisions working on a special project. It is not accountability. It is not engagement or participation. It is not even being rigorous or meticulous. It is not about quality at all. It is bureaucracy in its finest. Waste of ludicrous amount of time, monies, energy, and management. Redundancy, overlaps, and inappropriate controls are enough to get a good employee frustrated and a good manager overworked. The next thing you know they are headed for the exit. How many paper pushers are there in your organization? Can you count them? |