Avoidance is Easy - but NOT Sustainable

     As with one's personal issues, dealing fully consciously with organizational problems is potentially gut-wrenchingly difficult.
     Can an organization's problems - even theoretically - be unrelated to its members' personal problems? Could an organization possibly remain the same if all its members were replaced by 
1) wise, mature, emotionally-intelligent people; 2) robots; 3) psychopaths?
     Many of us avoid addressing personal and organizational difficulties until the shit hits the fan. The most common vehicle for avoidance is frantic busyness. Cynical demeaning of attempts to address the real issues is another popular way of fearfully avoiding our own incompetence. Timely expert guidance helps thaw the glacial gridlock of psychological rigidity, allowing normal personal & organizational evolution to occur.

     "Ed Deming used to say that 97% of what matters in an organization can't be measured. Only maybe 3% can be measured.
     But when you go into most organizations and look at what people are doing, they're spending all their time focusing on what they can measure and none of their time on what really matters - what they can't measure. Why would we do this? We're spending all of our time measuring what doesn't matter. In fact, it's part of avoiding a lot of the really difficult and important issues, like virtue."
     Peter Senge in "Reflections of a Recovering Management Accountant"                     www.wisdomatwork.com