Roger Coe Eddy edited par_textbf_Institutional_Resistances_begin__.tex  about 7 years ago

Commit id: bea4fee07d7615777db62e1363ff0fd22caa2bf6

deletions | additions      

       

\end{quote}  \begin{quote}  4b. An organizational committee of a law firm had responsibility for promotions. The chair was very quiet throughout presentations and debate on candidates but at the end would ask: But is he/she \emph{sound?} This question led to confusion. What was meant by this term? A conclusion could not be reached so no promotion would occur and the subject would be postponed to a later agenda. While several partners noticed this behavior the chair would always be reappointed. The individual reluctance to promote had been converted to a systemic habit that avoided any periodic evaluation until a much later strong reaction of associates who had been passed over. \emph{The functioning of the committee became invisible because of a hidden in plain sight unacknowledged structure for deferring action, discussion and dealing with reality. A personality characteristic of the chair person had become part of the institutional structure or vice versa. They were mutually adapted to ignore reality and threats to organizational survival.\marginnote{A link to a very brief note on institutional memory, lost information, and an example of a remedy from Intel corporation.\urlhttps://hbr.org/2013/03/how-to-preserve-institutional}} corporation.\url {https://hbr.org/2013/03/how-to-preserve-institutional}}  \end{quote}