How Cars are Recovered
in Ireland
“Moichael, we’ve got a car ta pull out.”
“Ay Seamus, we’ll pull ‘er up directly.”
“Moichael, can yer crane hold ‘er?”
“Seamus me lad, don’t be worryin’ now”
“Oh Shoit”
“Moichael, get outta the water and go get a
bigger crane.”
“Roight, Seamus. I will”
“Foine work Michael. No problem”
“Great”
“Now fer da crane Seamus. Up she comes.”
“Easy does it now”
“Oh f*#k it Moichael.
What?
So
what?
Now
what?
AMBIGUITIES/CONUNDRUMS
TYNT & WIIFM
The test of a first rate intelligence is the ability to hold
two opposed ideas in the mind at the same time, and
still retain the ability to function.
F. Scott Fitzgerald
The Answer is that there is no answer, only a question.
John Horgan
It is better to know some of the questions than all of the
answers.
James Thurber
CONFUSION
PATTERNS OF BEHAVIOUR
Selfish Me (24 %?)
Look after Number ONE in a hostile world. Control dependent
followers who become rebels or victims. Dictators Rule !!!
Social Me (60 %?)
I am my job . I am my friendships. I lead by competence
orderliness and efficiency. I lead by getting people to like me. The
organisation rewards loyalty and obedience and “not making
waves”.
Independent Me (15% ?)
I set my own boundaries to deal with external demands I can
support challenge and confront the group. The organisation is a
high performing, self managed team.
My Selfless self (1%?)
I take action in partnership with other like minded people to serve
the “Common Good". We no longer need to pretend that we can
be all things to all people .
complement
NOT ME!!!!!!!
THEM
Playing a Bigger Game.
Stay in the corporate world but jealously guard the ability to say no when
moral issues were at stake.
I would rather not leave the position I love, and where I’m making
a difference. But I need to build up enough money to retire.
If I put my love for the environment first, my wife would shoot me.”
Playing to Win.
Sceptical about grandiose aspirations, or altruistic ideas, especially in the workplace.
Put your faith in drive, intelligence, and free markets to get to the top.
Playing to Live.
Remain committed to the job, but real satisfaction comes from life outside
work, especially from their families.
“I have a life outside of here.
You sometimes have to pretend to be a shark, to avoid having your loyalty tested.”
Playing for the Good Guys.
Actively seek out employers whose mission or culture they could believe in.
This group was passionate about customers, employees, organizational transformation,
or businesses that “do well by doing good.”
Change the people/change the people,
Leave the organizations to preserve
integrity. Interestingly, this often happened when organizations
with the highest aspirations contradicted themselves.
Knowing WHAT capacity to build
Knowing THAT the
ethics are right
.
the technical skills required of the role
the interpersonal skills / leadership skills
/learning how to learn–
Knowing WHO we are
and WHAT we do
Knowing HOW we work
together a culture for
learning
knowing WHERE we fit
in the world appreciate
the context in which we
work
What
needs to
be
changed
?
Knowing HOW to
deliver systems,
policies, frameworks,
pathways and protocols
Organisational design
Governance People and
resource accountability
Organisational Learning
Systems evidence based
practice
MODEL 4 NETWORK
POLITICALLY
MY ASSUMPTION
ITS NOT WHAT YOU KNOW OR WHO YOU KNOW
ITS WHAT YOU KNOW ABOUT WHO YOU KNOW
Standard of Living
OfNOW
Tofflerian
Waves
TIME
NOW
TIME
1970 2010
1750 1850
Agricultural
Revolution
Time
Industrial
Revolution
•
•
•
•
INDIVIDUALITY
CUSTOM
IMMEDIATE
INDEPENDENT
•
•
•
•
CONFORMITY
SCALE/MASS
LONG CYCLE TIMES
CENTRALIZED CONTROL
•
•
•
•
FAMILY/TRIBE
SURVIVAL
RANDOM (WEATHER)
LOCAL CONTROL
Knowledge
Revolution
FROM High Risk
TO
Diagram 1
The context of “THE DEAL”
Diagram 2
Customer/Business Development
LOGICAL PLANNER