Sound Governance In a World of Distorter Pulses
14/07/2018 2:12 PM
Many of us can readily visualise ourselves as being a part of a world of myriad collisions.
These collisions are numerous pinball-like complexities, of greater frequency, more unpredictable actions and activities, highly random surprises, and coated with a sense of urgency and pressing immediacy.
In a nutshell our world is experiencing myriad ‘Distorter Pulses’.
What is meant by ‘Distorter Pulses’?
‘Distorter Pulses’ refer to those forces that alter the original nature or characteristic of our environment. These forces are more often well underway before they are noted and properly appreciated. When they are explained, it is often long after they have occurred and their effects commence to have a real impact.
Any impact maybe positive or negative; and it can have a significant effect on what the organisation is capable of doing and achieving into the future.
That is why having robust governance practices in place is so important. It is possible to at least minimise the full effect of the ‘Distorter Pulses’, and even turn them to an advantage.
Hence not every event or change in circumstances warrants the minimisation of the ‘Distorter Pulses’. In some situations it is desirable that they be turned to advantage, particularly if it is recognised and harnessed early enough in its cycle.
‘Distorter Pulses’ because they operate independently of ourselves, can manifest in leaders a sinking feeling. It may leave us with experiences of being mere bystanders looking and wondering about our operating world as if we are not part of it.
Too often this can mean we are left with a sense of meaningless connections. We wonder if in fact we have any degree of control or even affect in what we say and do.
Further it can be a de-motivating influence. It may also give rise to concerns about our ability to carry out our governance role effectively.
We may even feel our role has become in name only, as for what is really achieved is hard to always identify.
Does any of this sound familiar? If so, how can we get in front of our world of ‘Distorter Pulses’?
To start with there is a need for each organisation to be considered as a whole. Put to one side any thoughts of viewing the organisation through the lens of discrete parts or as separate functioning units.
Organisations crave to be vibrantly infused with strong doses of sound governance.
The various elements of governance need to be present and cohesively working together as part of the infusion process.
Governance must operate at such a level that its very presence can be felt throughout the organisation as a whole. In other words there is an universality of governance that is present in the organisation. Every organisation now requires a robust operating governance, and for that governance to truly exude the very being of that organisation.
Ultimately to ensure the organisation is performing optimally then governance needs to be holistically performing. Organisationally it is everything in order to fully comprehend and work with ‘Distorter Pulses’.
Governance in operation needs to interface with ‘Distorter Pulses’ at an anticipatory phase of their formation, rather than as part of the aftermath of their effect.
The level of receptiveness and quality of handling the ‘Distorter Pulses’ is inextricably tied up with the robustness of the universality of the governance that is in place.
It is reasonable to conclude that ‘Distorter Pulses’ have given rise to the need of the universality of governance framework for achieving an optimal operating organisation.
It is worth commenting that the organisational universe has only recently seen a substantive expansion. This expansion has introduced to many organisations the myriad collisions of hard to manage circumstances.
Collisions today appear to be expanding within the organisation hence challenging its own view of its universe for the purposes of governance. Yesterday’s approach to governance cannot be the one for today.
The view of today’s organisation is one of being for more singularly connected, more deeply and optimally as one. This in turn raises the view of governance through a lens of Singularity, whereby the intensity of the governance focus and activity is ingrained deeply within the organisation’s DNA.
The radical proposition is that the organisation must feel as one with both its external and internal environments.
This oneness of Singularity is even more a necessity with the increased complexity and emergence and increasing presence of ‘Distorter Pulses’. The greater unity at all levels of the organisation and especially the more senior levels potentially strengthens how soundly practiced the organisation’s governance can be.
Any desire for unity can be different for each organisation, thus allowing for the tailoring rather than total similarity across organisations in general.
Organisations can achieve stronger governance if they place more dependence on greater convergences, while maintaining internal diversity and flexibility.
For more information contact Damien Smith on +61 3 8862 6315 or at firstname.lastname@example.org
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