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tion.
In an important, but dated, Globe and Mail
editorial, then-editor, William Thorsell, wrote a piece that
should be on every business students desk:
When you study for a degree in business administration
or public policy, the courses are heavy with economics,
finance, statistics, political theory and law. When you arrive in the world of work, you realize that your graduate
school courses should have included psychology, sociology, psychiatry and literature -- less Adam Smith, more
William Shakespeare.
The human factor in business, sport, the universities,
arts and politics has an enormous impact on enterprises
and nations, but receives very little concentrated study
in our professional schools. Everyone talks about office
politics, but hardly anyone knows much about them.
Envy, greed, insecurity, ambition, lust, loathing, idealism, love, loyalty and betrayal are the durable subjects
of Shakespeares plays because they weigh on history so
much. If you do not understand that, and if you cannot
operate on a field that is crowded with such dynamic,
non-objective forces, you will be unable to use the
knowledge you so dutifully accumulated in school.
Do students of international relations realize how important personal feelings are in colouring the course
of events? Probably not. They believe the old saw that
nations have no friends, only interests, and they therefore underestimate the personal factor in international
relations.
Ideas make the world; emotions make the world go
round; management schools should teach more Shakespeare.
talk, what I read was his serious reminder to upper management that while rules were important, to neglect or
ignore people was a more serious moral issue. Ecology and ethics of relationships were out of whack! Rules
were experienced as more important than people. His
15 ailments or diseases were strong reminders that
upper management was not doing its job. After personally talking with hierarchy who have lived and worked in
Rome, the fact that he lowered the boom on his upper
management, I was told, was not a last-minute decision. Some even claimed that he was elected to do this
work precisely with many hoping that he would live long
enough to get adequate traction for a new vision for his
upper management or, in my terms, of making a more
vibrant worthplace that holds dignity for everyone, as well
as getting the job done or, in my terms, of creating a
more responsive presence of servce for customers.
Lets examine the 15 ailments or diseases and my suggested solutions:
1.Ailment: Feeling immortal, immune or indispensable.
Solution: Open to feedback, wary of CEO disease
2.Ailment: Working too hard, excessive activity.
Solution: Recognizing that rest is also critical to human
performance.
3.Ailment: Becoming a rules-and-regulations only type.
Solution: Appreciating the need for the human touch.
4.Ailment: Overplanning in a control-freak way.
Solution: Knowing that one cannot control everything
and everyone.
5.Ailment: Losing sight of the workplace community.
Solution: Working with and among others, teamwork.
In an age when political correctness seems to
have usurped both common sense and authentic communication, it is time we get back to integrity in our relationships (ROIR). For years now, what I have called The
Great Insanity has taken over such that our people or
human factor priorities have been neglected and even
dismissed in favour of profits only.
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