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Empowerment: Difference between revisions
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We are talking about [[empowerment]] not 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, and they can have it, frankly — 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''. | We are talking about [[empowerment]] not 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, and they can have it, frankly — 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 | Our working theory is that the immutable trajectory of modern management orthodoxy favours ''policy'' over ''judgment'', ''process'' over ''insight'', ''evidence'' over ''intuition'' — fundamentally ''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 tail-risk non-linear chain reaction the [[risk taxonomy]] somehow didn't foresee. | ||
In any commercial collective, there is an enduring tussle between the (sadly) resistible force of [[subject matter expert]]ise — wielded limply by those who know what they are doing, understand the proximate ramifications of their actions and derive professional pride and no small amount of job satisfaction from ''the | In any commercial collective, there is an enduring tussle between the (sadly) resistible force of [[subject matter expert]]ise — wielded limply by those who know what they are doing, understand the proximate ramifications of their actions and derive professional pride and no small amount of job satisfaction from ''the act of applying their expertise to the betterment of the firm'' — and the hardly moveable object of [[policy]], [[process]], [[precedent]] and sclerotic infrastructure that trusts no such executive agent further than she can be thrown, and is stout in the resistance of any kind of risk, however theoretical or academic. | ||
Those two forces — of [[substance]] and of [[form]] — wrestle in any organisation; the bigger and older the firm is the more likely the thrusting young executive is to lose. She may want little more than the opportunity to stand on the deck, in the sun, blowing wistfully into the sail, an action that, by itself, will vouchsafe ineffable ''meaning'' in her grim working life even if it doesn’t noticeably propel the vessel, but even that will be denied her. | Those two forces — of [[substance]] and of [[form]] — wrestle in any organisation; the bigger and older the firm is the more likely the thrusting young executive is to lose. She may want little more than the opportunity to stand on the deck, in the sun, blowing wistfully into the sail, an action that, by itself, will vouchsafe ineffable ''meaning'' in her grim working life even if it doesn’t noticeably propel the vessel, but even that will be denied her. | ||