Reflections on Management

In this final episode of the series, I ask what does 'right' look like in how we solve social problems and re-negotiate the social contract. What must we do once we decide to get people to come to the table? The short answer, as I reveal here, is rooted in classic pragmatism. Classic pragmatism, which is geared toward practical solutions to practical problems, and eschews theoretical or ideological approaches. But this is not easy to do, and it requires that we stop treating those we disagree with as enemies.

I complete the list of principles for re-negotiating the Social Contract and setting the stage for what constitutes the idea conversation for solving a complex social issue. What are principles that suggest the ideal ways that collectives deal with other collectives in the environment? Or how individuals should deal with each other?

Along with the ideal collective that acts with justice, equality, and fairness comes the ideal member, one who fulfills the principles of duty, member responsibility, and loyalty -- principles that leaders also must fulfill while setting proper conditions for their members.

To resolve and efficiently and effectively renegotiate the social contract, we've got to find common ground. But we have to first change the way we react to things that we strongly disagree with. That begins with finding a language that sustains our emotional commitment to what we believe, but opens the door to shared interests with those we otherwise disagree with. I will explore one part of this common language associated with the ideal collective and how it benefits its members -- through principles of justice, equality, and fairness.

How does our assessment of how one "wins" drive us to throwing social competitions, and thus the social contract, out of balance? And even if the social contract is fixed, how can we prevent other forms of injustice from working their way in?

This episode expands on the previous episode to explain the influences of power and communication over the competitive environment. What are the characteristics of the strategies used to shape such competition and what effects do they have on the social contract?

Our focus on interpersonal relationships, though valid, is insufficient to overcome the problems in the social contract. We must also look at how we view competition and its role in societies and organizations.

This is the first episode in a multi-part series about renegotiating the social contract we globally share to addressing inequality and spur dialogue between parties who present view each other as adversaries.

Turnover can be a devastating thing to some organizations, the loss of expertise and experience, if not transferred in some way to existing members, can disrupt the organization's ability to perform at the highest level over time. I discuss two types of brain drain that organizations may experience when its experts walk out the door (whether departure or retirement) with their knowledge and propose a 'grand narrative' approach to establishing a culture and climate favorable to knowledge retention.

Mandatory training serves important purposes but can be painful and ineffective in execution. Are there ways to do it better? Here I run down some of the common failings in the development of training materials for mandatory requirements, often developed for online delivery, and offer recommendations to better align these materials with the overall purposes set by leaders.