REACHING THE GOALS YOU HAVE SET IS NOT EASY TILL …. WE FACE AND DEAL WITH STUBBORN PROBLEMS
It is a management question.
Are you there yet? What are you doing to get there? Have you set goals for you and your team?
Yet, setting of goals is really the easy part. And there are tons of research and help on how we may do so and even on how to manage the settings. Making out a list of “Things to do today” is one such everyday activity and we are pretty good at it.
However, reaching them is another story. And there is not as much research on why it does not happen or how it may happen for our organizations. And not to say, much help.
It is an area that we stay quiet on. Sometimes, even a undiscussable.
WHAT IS HAPPENING?
And we learn over time with experience that using charisma, meeting of heads, efforts at cascading, seeking to agree, cajole, counsel and sometimes even assuming punitive stances does not realistically make that much of a difference in reaching those goals or implementing programmes as an institution or as a nation in a sustainable way.
And we may carry out various activities to do so. Be it implementing performance management systems, setting of directives, designing project management, re-engineering business processes, coaching, mentoring, going for corporate retreats, organizing seminars, conferences, district and village meetings and signing of memorandums, monitoring and evaluation and so on. The list of work required to reach those goals is seemingly endless and appears necessary. But the price we pay as a nation is heavy (including for our attorneys).
We all know this deeply; though we may not necessarily say it out aloud. We do lead ourselves to believe they work, and yet sometimes we would rather choose to continue to lower our standards in reality to meet realistic levels of achievement over time and not understand what’s getting in the way of reaching those goals. The former is easier. The latter is harder. And we are sometimes not aware that such things may be happening to us. Often we assume the reason is the fault of the employee, or of the team manager or of the market or of the citizens or even the global recession. And we get away by blaming “them out there”. We get away with crime!
However, the bottom line is the ability of the organization and / or of the nation to sustain itself.
When we do not do so, it usually shows up in our balance sheets as deficits. Eventually. Sometimes sooner than we expect leading us to make call outs to government for bailouts, bank loans or grants and aids. Nevertheless, we would start the same rigmarole all over again when given a second chance.
SO GIVEN THE ABOVE, WHY DOES IT HAPPEN AND WHAT COULD WE DO ABOUT IT?
What are we not learning?
The reasons cited above are what we see on the tip. The obvious reasons.
The ones the problems present to us if we are not careful in search for the reasons more deeply. Those are usually not the real ones.
If you have come this far, I am sure you are not surprised by this conclusion. The real reasons are less obvious because they have become what we call cyclical in nature or assumes a systemic quality. Systemic because of key interrelationships (vicious circles) that have taken on a quality of recurrent influence / causality over time.
When they assume that recurrent influence, they also tend to worsen in each iteration of the cycle and therefore these cycles grows deeper and away from our everyday perceptions of reality (underlying). These structures do also one more thing. They typically learn to defy any efforts on our part to ‘correct’ the situation or a problem with the programmes or initiatives institutions come up with. Therefore programme or activity implementation efforts tend to stand to fail or do not reach the goals set for them.
Identifying these vicious circles require investigation and a tactic that is very different from the straight-line approaches we are used to when dealing with them. One that requires the mind ‘to bend’. The causality is not that much different from one nation to another (and so much less differences exist between institutions), nevertheless, rather than leave participants with the solution, I prefer participants learn to discover the reasons jointly with each other whilst with the facilitator. This is strategic.
In this way, the participants learn to leave the sessions carrying with them in their minds and hearts ways to continue to deepen their practice with each other over time to get to the bottom of the issue, and eventually to reach there by themselves.
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