Systems:
There is a great deal of material that no longer supports the system. The cleaning up and out of that material is critical to the system engaging.
When the one who was here before is revered as the 'great' and the one who is here now is 'not up to the task' the system is not engaging the issue.
Within leadership there are always good leaders. The attributes of those good leaders are always engaged in the system.
When the system is hunting for the 'bad guy' and 'expecting' the identified 'bad guy' to do 'good' work... the system is not balanced and has lost the direction of the core function.
Systems that are clear in looking at behavior and then supporting 'good' behavior and re-directing behavior that is not 'good' tend to be focused systems.
Systems that are focused on the problem without doing the work of identifying the core have predictable collaborative elements and outcomes.
Systems go through patterns of development.
Systems, as the path on a pattern of development is traversed, can be engaged in an aware condition or in an unaware condition.
This pattern of development has predictable way-points.
In that predictive set of way-points, there are also steps to engage those points in ways that are positive to the system or degrade the system's function, focus and path.
The difference between smooth and rough is a matter of degree.
Failing systems are at a point on the pattern.
A failing system today can become a 'great' system in time.
Declaration of position or level of function by a system is a mask to the work of the system.
Any system mask is not helpful to a change in position.
Once the mask, position, and direction of a system's current direction is identified, decisions can be made as to the current quality of the work of the system and the desired direction of shift. Even if the shift is to stay the course and continue to function at a high level.
Systems functioning at a level that is not optimum, if that set of metrics is identified, can move to a different level.
Systems are integrated, collaborative, elements; connected together to provide functions.
Who are the elements of the system?
What are the functions, the roles of the elements.
Where do these elements engage?
When must the system deliver?
Who are the constituents of the system?
What is the core function of the system?
Where does the system provide that core function?
When does the system begin and end in its function?
There is a great deal of material that no longer supports the system. The cleaning up and out of that material is critical to the system engaging.
When the one who was here before is revered as the 'great' and the one who is here now is 'not up to the task' the system is not engaging the issue.
Within leadership there are always good leaders. The attributes of those good leaders are always engaged in the system.
When the system is hunting for the 'bad guy' and 'expecting' the identified 'bad guy' to do 'good' work... the system is not balanced and has lost the direction of the core function.
Systems that are clear in looking at behavior and then supporting 'good' behavior and re-directing behavior that is not 'good' tend to be focused systems.
Systems that are focused on the problem without doing the work of identifying the core have predictable collaborative elements and outcomes.
Systems go through patterns of development.
Systems, as the path on a pattern of development is traversed, can be engaged in an aware condition or in an unaware condition.
This pattern of development has predictable way-points.
In that predictive set of way-points, there are also steps to engage those points in ways that are positive to the system or degrade the system's function, focus and path.
The difference between smooth and rough is a matter of degree.
Failing systems are at a point on the pattern.
A failing system today can become a 'great' system in time.
Declaration of position or level of function by a system is a mask to the work of the system.
Any system mask is not helpful to a change in position.
Once the mask, position, and direction of a system's current direction is identified, decisions can be made as to the current quality of the work of the system and the desired direction of shift. Even if the shift is to stay the course and continue to function at a high level.
Systems functioning at a level that is not optimum, if that set of metrics is identified, can move to a different level.
Systems are integrated, collaborative, elements; connected together to provide functions.
Who are the elements of the system?
What are the functions, the roles of the elements.
Where do these elements engage?
When must the system deliver?
Who are the constituents of the system?
What is the core function of the system?
Where does the system provide that core function?
When does the system begin and end in its function?
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