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So the idea of current management changing the very machine that has contrived to put them in the place where they can do that presents a variation of the [[time traveller’s paradox]]: If I change this, do I kick away the very ladder I climbed to reach the cockpit? If I fiddle in this way with the geometry of corporate space time, might I not disprove my very being? | So the idea of current management changing the very machine that has contrived to put them in the place where they can do that presents a variation of the [[time traveller’s paradox]]: If I change this, do I kick away the very ladder I climbed to reach the cockpit? If I fiddle in this way with the geometry of corporate space time, might I not disprove my very being? | ||
Thus, management has derived some kind of prime directive: “I must change. For it is what leaders do. But whatever change I make, I must make it, without —” well, er — it is difficult to put this any way other than bluntly, readers — “... whatever change I make, I must make it without ''changing'' anything”. | |||
But | And so it comes to pass: no out-sourcing program, no employee survey, no cost challenge, no well-being outreach, no human resources initiative in history has been designed to prove out that the executive are a bunch of useless glad-handing dilettantes; that the upper echelons of senior management, though in place for decades, have in that time yielded no apparent value; that the problem is not the cost of front-line staff but of the sediment of management above them getting in the way of them nimble reaction to the needs and desires of the markets they operate. I dare say it would be rather fun if someone were to try, but with would be a work of science fiction indeed. | ||
''Turkeys don’t vote for Christmas.'' Only the staff does that, and no-one listens to them | |||
But here is the thing: change comes from fracture, disruption and when shafts of light are thrown unexpectedly by unintentionally broken windows to iilluminate old problems or new opportunities in wholly unexpected ways. | |||
If you are a leader in your organisation, your thought leadership — to the extent it is directed toward organizational change, is bunk. | If you are a leader in your organisation, your thought leadership — to the extent it is directed toward organizational change, is bunk. | ||