There is a form of organizational failure that does not announce itself as failure, because the difficult decision is, in the end, made. It is simply made later, and made
Every organization experiences conflict, yet the presence of conflict tells you almost nothing about the health of an organization. What it does with that conflict tells you everything. Consider a
Harmful conflict seldom has a single point of origin. Harm rises when three supports collapse — self-regulation, dignity for the other, and structural clarity — often in sequence, each collapse
When an organization recognizes that its people are strained, the response that most readily presents itself is the wellness program. Such programs address symptoms as they appear in individuals, while
The concept of qist — justice understood as fair proportion and balance — offers a powerful lens for organizational leaders. Most engagement with fairness is reactive, a correction applied after
Organizations often mistake psychological safety for a mood or a warm climate, something produced through encouraging words and good intentions. Safety, properly understood, is not a feeling at all. It
There is a particular form of organisational failure that does not announce itself as failure, because the difficult decision is, in the end, made. It is simply made later, and made through a harder process than the timely course would have required. I want to examine this pattern, because it is both common and instructive, and because it reveals something about the ethics of avoidance that the more dramatic failures tend to obscure. The decision that is deferred is not thereby avoided. It is merely surrendered to worse conditions.
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