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building the body of knowledge
Why does a body of highly intelligent people, IT professionals allegedly renowned for their logical and systematic approach to problems, find it impossible to establish a genuinely sustainable and cumulative corpus of best practice, professional knowledge and lessons learned? When something goes wrong, it is better to understand the reason why – rather than hear an excuse. Is there a difference? Picture credit: whizchickenonabun Of course there is. But how do you tell the difference between an excuse and a reason? Well an excuse is generally our way of trying to excuse our behaviour: to justify Transformation is one of the most over-used and under-justified terms in the business vocabulary. Hands up anyone out there who hasn’t worked in an organization during a business transformation programme? Picture credit: alicepopkorn Hmm, not many of you waving. Perhaps because transformational change programmes are as widely-strewn as litter at a confetti-manufacturers’ convention. And yet genuine business Risk management: integrity of minor change
Change is a risky business and even small changes can induce disproportionate risk, especially if you cannot reverse the change when a problem appears. Picture credit: Scott Ableman We may be reasonably good at managing big change and ensure that we have contingency plans to back-out any unsuccessful change, by restoring the status quo ante. But very Life is about making hard choices, not ducking the issues. Groupthink makes it harder for us to choose properly; it is a delusional process that exploits the members of a group and costs organizations dearly. Picture credit: khrawlings You have probably experienced groupthink during meetings and may have fallen into its clutches occasionally; perhaps despite fairly strong feelings |
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Copyright Colin Beveridge 2008 - 2010. Some rights reserved.  |
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