The Front Line Guide to Thinking Clearly

Thinking Clearly

72

isn’t it—to use their cognitive competencies to solve prob-

lems and to keep the machine running? Yes, but focusing on

the problems and how you will solve them generally causes

us to overlook some big-time realities:

Organizational Realities

• Organizations are dynamic, having to respond to pressures and

variables too numerous to list.

• Organizations are full of individuals who respond to their own

pressures.

• The best systems break down periodically, creating opportunities

for alternative methods to evolve that don’t always go away once

the system is back on line.

• Even when the system is up, people are hell-bent ...