🚀 go-pugleaf

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>Dale  As an organizational consulnt, this is the closest phrase I can
>find to
>describe myself,  I find this article very relevant.  Most of my clients
>wish me to help them recapture that sense of certainty they used to
>have.  My reality is that we would all be better off if we adddressed the
>issue of "living with insecurity".

I agree that people need to be able to manage insecurity and uncertainty.
But we do need certain tools and a framework to do that. I think three
important factors are a sense of identity, a sense of history, and the
knowledge of what is stable as well as what is not changing. Most people
talking about change seem to ignore these factors. Most seem to assume that
change is inevitable, anything new is good, and the only problem is
presented by those that resist change. Few look closely at how we have got
to where we are, or what the evidence is that we are actually going to
benefit from the change. The enthusiastic endorsment based on a few cases
is enough to evidence to justify everyone leaping out into the uknown.They
expect people to jump when they are, "figuratively wallowing around in a
bog of uncertainty with no basis for a foothold".

It seems to me that people are so desperate for any sort of certainty that
they are willing to grab hold of any packaged "answer" be it MBO, MBWO,
TQM, CQI, BPR, visions, corporate plans or a host of other things. While
most of these do have value, many people have little basis to assess them,
or adapt them effectively to their own situations. This explains why they
are so often unsuccessful.

We need to look more closely where we have been, what we should be taking
with us, and try to be discriminating about where we might be going.

Gray Southon
AGSM
Gray Southon
Research Fellow
Fujitsu Centre
Australian Graduate School of Management
University of New South Wales
P.O. BOX 1 Kensington 2033
AUSTRALIA
PH:  +61 02 931 9311            FAX: +61 02 662 7621 email: G.Southon@unsw.EDU.A
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