Empowerment: Difference between revisions

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-{{a|devil|}}Less in the sense of touchy-feely [[yogababble]] about how we should all be actualised to [[Be the best version of yourself|be the best versions of ourselves]], but in the sense of having the autonomy and authority to make pragmatic decisions to move an organisation your own part of your own organisation ''on''.
+{{a|devil|}}When that inter-affiliate [[GMSLA]] negotiation has 1been going so long there are sizeable parts of your risk management team who were still at university when it began, and others, tgen in the primes of their careers have done retired, we wonder whether the crux of the problem really is the scope of the a [[sovereign immunity]] waiver, or whether it hasn’t got more to do with how the organisation has implemented its risk management philosophy, and in particular how it fails to empower those in the front line of the negotiation.
+We are talking about [[empowerment]] less in the sense of touchy-feely [[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 — but in the sense of having the autonomy and authority to make pragmatic decisions to move an your own part of your own organisation ''on''.
 Our working theory is the immutable trajectory of modern management orthodoxy, flavouring policy over expert judgment, process over insight, evidence over intuition, fundamentally '' substance'' over ''form''— pushes each enterprise towards ultimate ''stasis'' which will only collapse when the firm does, as a result of some tail-risk non-linear chain reaction your [[risk taxonomy]] somehow didn't contemplate.