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[[File:Disaster-girl.jpg|450px|center|thumb|What happens when you let the staff make decisions.]] | [[File:Disaster-girl.jpg|450px|center|thumb|What happens when you let the staff make decisions.]] | ||
}}When that [[inter-affiliate ISDA negotiation]] has been going so long there are sizeable parts of your risk management team who were still in school when it began, and others, then in the primes of their careers, have since retired, we wonder whether the crux of the problem really is the scope of the requested [[sovereign immunity]] waiver, or whether it hasn’t got more to do with how your own organisation is ''organised'', and how it fails to ''[[empower]]'' — or ''trust'' — those it puts in the front line of the negotiation. | }}When that [[inter-affiliate ISDA negotiation]] has been going so long there are sizeable parts of your risk management team who were still in school when it began, and others, then in the primes of their careers, have since retired, we wonder whether the crux of the problem really is the scope of the requested [[sovereign immunity]] [[waiver]], or whether it hasn’t got more to do with how your own organisation is ''organised'', and how it fails to ''[[empower]]'' — or ''trust'' — those it puts in the front line of the [[negotiation]]. | ||
“Send people authorised to make a decision” is a management truism that seems well out of fashion. | “Send people authorised to make a decision” is a management truism that seems well out of fashion. | ||
Here we are talking about “[[empowerment]]” not in the sense of [[yogababble]] about how we should all be actualised to [[Be the best version of yourself|be the best versions of ourselves]] — [[HR]] will be all over that, and they can have it, frankly — but in the sense of having the ''autonomy'' and ''authority'' to make pragmatic decisions on the spot to make your own organisation ''go''. | Here we are talking about “[[empowerment]]” not in the sense of [[yogababble]] about how we should all be actualised to [[Be the best version of yourself|be the best versions of ourselves]] — [[HR]] will be all over that, and they can have it, frankly — but in the sense of having the ''[[autonomy]]'' and ''authority'' to make pragmatic decisions on the spot to make your own organisation ''go''. | ||
The immutable trajectory of management orthodoxy favours ''policy'' over ''judgment'', ''process'' over ''insight'', ''evidence'' over ''intuition'' — fundamentally [[La Vittoria della Forma sulla Sostanza|''substance'' over ''form'']] — and in so, doing pushes each enterprise towards ultimate ''stasis'' which will only collapse when the firm does, as a result of some [[non-linear]] chain reaction the learned authors of its [[risk taxonomy]] somehow didn’t foresee. | The immutable trajectory of management orthodoxy favours ''policy'' over ''judgment'', ''process'' over ''insight'', ''evidence'' over ''intuition'' — fundamentally [[La Vittoria della Forma sulla Sostanza|''substance'' over ''form'']] — and in so, doing pushes each enterprise towards ultimate ''stasis'' which will only collapse when the firm does, as a result of some [[non-linear]] chain reaction the learned authors of its [[risk taxonomy]] somehow didn’t foresee. | ||