The Paradox of Pragmatism
Dynamic Informed Pragmatism
Once the is firmly established, there is no limit either to the dynamism or the patience of management. The spiral trajectory is complete.
By the end of Cycle-2, is dynamic and effective due to a combination of systems thinking, valid knowledge and personal commitment. As a formula, we might say:
Grasp of realities +Aspirational energy ►Well-judged action.
More…
requires:
● Continuing effort to grasp the situation as a whole.
● Protection of the entire cultural heritage.
Given the full complement of values in the spiral, it should be virtually impossible to repeatedly over-stress or exploit people, to proceed unethically, or to act mindlessly. Such things will occur occasionally. However, staff now take responsibility and learn from such events. So situations can be repaired and the error is not repeated
Most importantly, the over-confidence of , perhaps most evident in governmental initiatives, should give way to an awareness that our social world is not built so simply.
So pragmatic values still apply, but in a transformed way.
«Do it now!» remains valid—but the «it» is vastly different. Often «it» refers to affirming or explaining or inquiring or waiting.
Even the pragmatic injunction to «seek your own advantage» remains: after all, if you are not for yourself who will be for you? But it is complemented by a sense of connectedness: each person depends on many others to ensure the organization enjoys success and brings personal rewards.
Maintaining a Strong Culture
Inducting new managers into the management culture and managing their succession is now of the utmost importance. New top executives, even CEOs, should accept a degree of socialization, and learn the common language to assist in the evolution of the organization and its capabilities.
Degeneration of values is an ever-present danger. Any social identity is really no more than a set of embedded values. Perhaps this is why organizations die sooner than people: turnover of top staff and sheer effort prevents the preservation of inner integrity.
How Did He Do It?
To the outsider, luck seems to play a big part in organizational success. An outsider cannot see the systemic understanding and widespread commitment to principles that lie behind apparently simple decisions (or non-decisions) and seemingly amazing achievements.
I have regularly observed newly-arrived experienced, intelligent but unenlightened pragmatists dismantle precisely those features that were essential for continuing long-term success.
The new broom reflexly rejects counter-intuitive choices and shows distress at unconventional arrangements, irrespective of the views of senior managers and front-line staff who (despite their surprise) know that it works.
What takes years to develop can be destroyed in just a few months. You see this starkly in many take-overs—and then we smile when the original leader re-buys the company at a fraction of the price he sold it for.
The spiral trajectory in is now complete.
Originally posted: 17-Jun-2011