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Management orthodoxy is predicated on policy and process being the fundamental layer of organisational competence. So, for example, a [[root cause analysis]] using the 5 why's method is intended to reveal as the root cause the policy which had not been complied with. | Management orthodoxy is predicated on policy and process being the fundamental layer of organisational competence. So, for example, a [[root cause analysis]] using the 5 why's method is intended to reveal as the root cause the policy which had not been complied with. | ||
Policy is the mountain; the workers are Mohammed. So calling out substandard performance in the workforce is orthodox business management practice. But calling out substandard process or, heaven forfend, [[policy]] — to allege [[executive failure]], that is — is a kind of sedition. Yet history tells us catastrophic failures are far more likely a result of [[executive failure|executive]] than [[operational failure]].<ref>Let me cite some examples from {{author|Charles Perrow}}’s magnificent monograph {{br|Normal Accidents}}: [https://en.wikipedia.org/wiki/Mount_Erebus_disaster Air New Zealand’s Erebus disaster] in 1978. [[Enron]]. The Three Mile Island | Policy is the mountain; the workers are Mohammed. So calling out substandard performance in the workforce is orthodox business management practice. But calling out substandard process or, heaven forfend, [[policy]] — to allege [[executive failure]], that is — is a kind of sedition. Yet history tells us catastrophic failures are far more likely a result of [[executive failure|executive]] than [[operational failure]].<ref>Let me cite some examples from {{author|Charles Perrow}}’s magnificent monograph {{br|Normal Accidents}}: [https://en.wikipedia.org/wiki/Mount_Erebus_disaster Air New Zealand’s Erebus disaster] in 1978. [[Enron]]. The Three Mile Island. Chernobyl. The S&L scandal. Theranos. Madoff. List continued on page 94.</ref> | ||
===Policy and subversion=== | ===Policy and subversion=== | ||
But policy is a [[proxy]]. It is a second-order derivative of the intractably complex life of a modern organisation. Compliance with policy is a quantifiable thing that [[internal audit]] can glom onto. It requires no qualitative assessment, no [[subject matter expert]]ise and no judgement. There is a simple enquiry with a simple answer. | But policy is a [[proxy]]. It is a second-order derivative of the intractably complex life of a modern organisation. Compliance with policy is a quantifiable thing that [[internal audit]] can glom onto. It requires no qualitative assessment, no [[subject matter expert]]ise and no judgement. There is a simple enquiry with a simple answer. | ||