Although we tend to think of fear during a crisis, it can also play a harmful role in non-crisis situations where it may be incorporated into policy. Fear of frivolous lawsuits and/or complaints from community groups can cause an overreaction which in turn produces poor policy.
Once the reaction is integrated into daily management practices, it eventually becomes part of "the way we've always done things" and people assume that it was fathered by careful analysis. It becomes an unquestioned assumption.
Once the reaction is integrated into daily management practices, it eventually becomes part of "the way we've always done things" and people assume that it was fathered by careful analysis. It becomes an unquestioned assumption.
That's why, when reviewing practices, we need to ask: "What view of reality made this a logical move?" In some cases, you may discover that the view was timid or blurred.
2 comments:
Often there is one person who is very loud whom is so scared of everything that nothing happens....
We want to live in and construct a world with no problems rather than realising that there will always be problems and it's how we deal with them that is the strength of an organisation.
Bob,
I like Churchill's line that in his life he had worried about a great many things, some of which actually happened.
Michael
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