At any given moment, major organizations can be found to be immersed in fake action; action that is meant to be regarded as serious and substantive but which, upon scrutiny, is designed to deceive the organization into thinking it has taken action. Sometimes, the deceit is not present. Sometimes, the organization genuinely believes that serious action has been taken.
Those, of course, are the most dangerous situations of all.
Either way, searching for and correcting fake action is one of the most important responsibilities of leaders.
It is also one of the most neglected.
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