To Andrew Moreno, who asks about how a leader knows when a decision
benefits the many.
A simplistic response is that the leader has developed a vision to guide
the business. Decisions are made keeping in mind both long and short-term
objectives. An effective leader manages to rally others toward the vision
through those objectives.
In Lain America there are oligarchies cmposed of wealthy families whose
lives are essentially "hors du combat"--unaffected by rules and
regulations if need be. Humanistic values within the "200 families" which
may effectively run a country are a source of hope for changing society.
The manifestation of these values is a dangerous game, as Andrew
suggested. Corruption surrounding power is standard practice. As is the
maintenance among the non-wealthy of a sense that one should live only for
today, because you simply can't predict how tomorrow will turn out.
That attitude is a mix, I suggest, of pre-Columbian and colonial
historical imperative. Business leaders and government leaders (often the
same cabal) don't want to lose power, prestige and privilege. How many
such people are active members of this list? How many such persons are
molding their thoughts about learning and beneficial decision making based
upon our inquiries in the Learning Organization? Rhetorical question.
perhaps.
Why aren't they? There are signature add-ons everywhere on this list
which offer clues.
-- Barry Mallis bmallis@markem.com