Muddling Through

[EVERETT813 at aol.com]

In a message dated 11/5/04 4:29:38 AM, hhowen at comcast.net writes:


> Chris wrote: Why is management that says it wants to innovate so afraid of
> mess?
>
> I guess that is pretty simple. Most managers are trained and paid to avoid
> messes. Not too long ago (and maybe still) the shorthand answer to the
> question: What is good management? -- was "Make the plan, manage to the
> plan, and meet the plan." In short -- always be in control and never make a
> mess. Your Mother wouldn't like it and neither will your Boss.
>
> Harrison
> Chris, Harrison, et. al.,

Just a quick comment on "mess".   In the Creative Problem Solving Institute's
paradigm of CPS, there is an initial state called "sorting out the Fuzzy
Mess" wherein all the issues, anxieties, problems, etc., that are exercising the
organization are sorted out and some chosen to continue on into the CPS
sequence (Fact-Finding, Problem Finding, Idea Finding, Solution Finding, Acceptance
Finding, then on to Implementation).   It's a little linear to speak of a CPS
process because it is really more like a helix but it serves for learning
purposes.

At any rate, when I'm working with an organization I often will introduce the
idea of "Messiness" as a positive good, an excellent beginning state, one
which allows us "not to know".   (Imagine that, "I don't know" becomes OK).
Which state relieves considerable pressure and reassures the participants,
especially top management, that there is a way to sort through the difficulties they
are facing or experiencing without have the burden of omniscience to deal
with, too.   It's just a little device to say that chaos is natural, always
present, and actually needed in order for change to occur.   I'm often surprised at
how "new" this fundamental idea is and how much it relaxes the situation.

Paul Everett

jpeseeker at aol.com

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