insights

The events of Boxing Day 2004 caused all of us to reflect on our reaction to crisis and on the inspiring depth of our capacity for response.

It caused me to also review my papers from the MAAOE 2003 Conference - the theme for which was ‘Organisational Excellence in the Face of Crisis’.

In an insightful paper by Robert Herriot a different view of crisis was presented. Using the familiar examples of Cyclone Tracy and the Canberra bushfires he showed how a crisis is really the succession of decisions or circumstances that lead to an event, not simply the catastrophic trigger at the end of that sequence. After looking at the organizational lifecycles of 110 companies, his proposal is that excellence in decision making can avert crisis, or at least minimise the effects of the event. This is why the same ‘crisitic event’ can affect companies differently.

The (Oxford) dictionary defines ‘crisis’ as 1. a time of danger or great difficulty, and 2. a decisive moment or turning point. The second definition is often overlooked. These two meanings of crisis highlight the choice between two approaches - management ‘in crisis‘ - and the management ‘of crisis‘.

For example, one organisation I know of has found themselves in the position of not having the time to develop the skills needed to respond to the challenges ahead. They have decided to focus on their speed of response, rather than proactive prevention. While effective in the day-to-day… they no longer plan for or take holidays. Management in crisis has replaced the management of crisis.

The other approach is explained by Richard Slaughter in his integral discussion “Futures Beyond Dystopia: Creating Social Foresight”. He concludes that having a way to think about the complexity of the future can remove our fear of it. This requires of us the ability to clearly read the signs that point to a dangerous or diminished future, to interpret them correctly and to take effective action.

I suppose this is why we see each Board meeting or critical management decision that marks a potential turning point as being so important.

It is the way to avoid the great difficulties of the future.

Read article: Samith Dharmasaroja

Master Wu Li said: “Before enlightenment - chop wood, carry water. After enlightenment - chop wood, carry water.”

Those who thought they heard him say: “carry logs, chop water” - must sometimes wonder if they are doing it hard.

To progress - we must first begin,

and not mistake movement,

for conscious action,

on the actual path.

Just looking at the Blog record - the most recent post marks the 1 year anniversary of the launch of the Insights Blog.

Of course since then Blogging has boomed - but the original intent - the unfolding of the dimensions of sustainable organisational growth in theory and practice - continues unchanged.

During that time the FCG website has changed significantly to reflect that there is now a community of people worldwide examining and working with the issues that FCG was formed to answer.

At last count the Leaders in Excellence Network had 180 members from 11 countries. Having previously reached a stable equilibrium - it has recently begun to grow more rapidly again.

Future events over the next few months include:

1. FCG Fourth Annual Practitioners Lunch
2. Automation of the Subscriber Membership Database
3. Precis’ published on the Theory of Sustainable Growth of the Firm
4. The updated paper on Integral Sustainable Growth theory is completed
5. The World First Club 451 Meeting; and
6. Completion of the Website Case Studies

The only question is when is the right time to make this work plublic.

Watch this space.

William