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The less-discussed issue is the high rate of turnover with respect to corporate roles. There are significant incentives that push new leaders to "remove the fe
by evancoop 5y ago
The less-discussed issue is the high rate of turnover with respect to corporate roles. There are significant incentives that push new leaders to "remove the fences" rather than spend the time (money) and energy (capital) to determine why the fence was there in the first place.
Often, new leaders replace old frustrations, and concluding that the previous regime had some wisdom of its own is received like a lead balloon.
Chesterton was right, but probably did not consider corporate politics :-)
- blowski 5y agoSometimes this is definitely the case - by removing the fence you have an immediate impact, so you get promoted, and somebody else deals with all the consequences. But that doesn't mean we should always establish why the fence is there. Sometimes, the opportunity cost of working out the reason outweighs additional certainty. I guess good leadership is repeatedly making the right call over when to do one or the other, and putting in place appropriate mitigations in case you're wrong.
- shandor 5y ago> repeatedly making the right call over when to do one or the other, and putting in place appropriate mitigations in case you're wrong I think succeeding in this part already requires quite a bit of the understanding that Chesterton's Fence is actually calling for. If you're (in good faith) able to make an informed opinion between choosing taking the risk and gathering yet more additional information, you're already in a much stronger position than what's usually considered as the failure mode of not taking the Fence into account at all.
- blowski 5y agoThat makes sense. I guess I like the nuance of the Cynefin framework for this.