Month: February 2008

Governance:- Managing Conflict & Change – The Intrinsic Duality of an Enterprise in Transformation

Prophet of Management

Mary Parker Follett

By Srinidhi Boray

The Forgotten Prophet Of Management

Her interesting work ‘Dynamic Administration’ that resurrects the pluralistic universe, where multiple decision center exists, very valuable for understanding Governance in the context of the emerging converging systems.

Notes on Governance:

Transformation means change. Change means dealing with conflicts. Change & Conflict are the differing and agreeing partners forming the dynamic duality of the enterprises in transformation. Conflict arises from constraints. Change occurs when conflicts are resolved to overcome the constraints.

Is conflict healthy? All conflicts are healthy. It registers the need for change through pain, or it uncovers the existing encysted seismic vein. Which unless uncovered and treated, change can never manifest.

Given the entropic principle, all things that are at rest will eventually come to unrest and it continues this juggle to maintain the entropic stability, a probabilistic deterministic state. In which, order and disorder will co-exist. At coarse grain, the movements of change will appear slow, while at fine grain it will seem to be in a hurry and rather hither-tither.

For any transformation to be decisive, it needs to be guided via mediations. Since, organization presumes existence of a social system, a mechanism is necessary to orchestrate the needed dialogue within the social system that is intrinsically pluralistic. Such a mechanism needs to achieve progressive mediations that render collective thoughts into actions those are transformative.

During the times when self determination was systematically denied, all transformations were autocratic and not holistically congenial. As individuals have slowly emerged to stake claim of their existence while valuing their own individualism, (not yet a completely realized quality) and its important role in the system, managing the differing dialogue in the collectively collaborative process has become deemed important. Managing the differing dialogue means managing the duality, for instance between subjective thoughts and objective actions. Although all thoughts preceded actions and were necessary for all objective actions, all of them do not necessarily transform or reach into its objective end. This process of managing the thoughts from its subjective context into objective actions is ‘Governance’, more so a mechanism of collectively pursuing progressive transformation. Like a gardner who knows pruning is the best mechanism to realize a blossoming rose plant, Governance must allow for pathological approaches that attempt to consciously prune away non-productive processes, while acknowledging the inherent pluralistic social framework.

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