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Empowerment: Difference between revisions
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“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. | ||