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Escalation: Difference between revisions
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When a young [[negotiator]] engaged in a contractual workflow encounters a challenge beyond her mandate to approve she escalates. She may escalate upwards, to her own line manager, if it is a legal call beyond her pay-grade, or horizontally, to another risk controller, | ===Process escalations=== | ||
When a young [[negotiator]] engaged in a contractual workflow encounters a challenge beyond her mandate to approve she [[Escalation|escalates]]. She may escalate ''upwards'', to her own line manager, if it is a legal call beyond her pay-grade, or ''horizontally'', to another [[risk controller]], if the risk is not legal, but one of credit, market or trading risk. | |||
[[Escalation]], of either kind, is | [[Escalation]], of either kind, is a key, and underestimated, feature of the [[negotiation]] process. It is rife with oubliettes, resentment and aggravation. It is redolent of, and apt to, generate the kind of emotions one experiences when one is being driven up the wall. | ||
Working theory: the '''fact''' of an escalation—the very interposition of an approval step, ''in itself'', in which one part of the [[meatware]] shunts a problem to another part of the [[meatware]]—causes more in aggregate delay, confusion, aggravation and second-order bureaucracy than is ''ever'' solved by the resolution it promises to deliver. | |||
Working theory: the '''fact''' of an escalation—the very interposition of an approval step in | |||
===Sales escalations=== | |||
Usually as a result of some wild goose chase convened by [[sales]] to chase [[revenue projection|illusory revenues]], and the fact that they’ve come to you means they’ve failed to persuade a more cautious soul and they think you’re a soft touch. | |||
{{draft}} | {{draft}} | ||