I think about that long-ago conversation, sometimes, when speaking with management and leadership teams. Their take on what went wrong and what caused it can, at first, sound quite a bit like the wind-up for a Three Stooges pie fight...only without the pies.
See how nicely I said that?
Even more troubling is the tendency of people to cling to their account of events...all the way to the bitter, hopeless (pieless) end.
- It was those people HR hired!
- If accounting could have given us better numbers...
- The IT people can't program worth a damn!
- I blame Bush, the economy, the Chinese, global warming.
- (in sotto voce: it was the CEO's fault!)
What's powerful is the realization that no one "owns" The Truth (said with gravitas)--not even the CEO, who only knows what he or she sees...and little of that with absolute certainty. Even more powerful is the ability to put together a "workable truth" with enough facts with which to make decisions and enough flexibility to quickly shift as more information becomes available.
Very Nice. In a world in which people will live and die for the truth, I recall that the concern for the "Truth" is secondary to harmony in the Japanese culture.
ReplyDeleteAs a former trial attorney, I tired with the fruitless attempts to locate or re-create the truth. No truth ever emerged in a courtroom - why would it ever emerge in board room?
And if it did...so what?
The question: What are you committed to seems to me to be the most important question to authentically inquire into
Scott Forgey
Scott,
ReplyDeleteThat's exactly it! Who GAS (gives a sh*t) about
The Truth outside of a discussion of where one is, where one wants to be and what to do about the gap.
Most biz execs and entrepreneurs I talk with find themselves struggling to figure out "what really happened" as if that's the end-game. It keeps them from looking unflinchingly towards the end-game.