The importance of being unreasonable
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Transcript of The importance of being unreasonable
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The importance of being unreasonable
Jamie PriestleyWriting for Leaders
Thursday, 17 May 12
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Thursday, 17 May 12
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ClientsGrowth
Short term goals
EmployeesSustainabilityLong term goals
The manager as juggler
A B
Sources: Maister 2001;Heskett, Sasser, Schlesinger 2003
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4
“BP’s mission is to grow value for our shareholders in a way that is safe and sustainable.”
(Source: BP Sustainability Review 2010)
Thursday, 17 May 12
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Evidence-itis
“Deep business understanding can only be demonstrated via evidence-based HR.”
John McGurk, CIPD, April 2012
Thursday, 17 May 12
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“HR must be more data-savvy”
“...It is increasingly critical to to measure
return on investment in
HR activity.”
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Claim 1
Evidence approach often not high science
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‘Return on leadership’ by McKinsey
Source: Human Resources Manager International, Sept 2011
Thursday, 17 May 12
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‘Return on leadership’ by McKinsey
Source: Human Resources Manager International, Sept 2011
“There is a correlation between leadership and business performance”
“The study shows that leaders make all the difference in powering growth”
Thursday, 17 May 12
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Claim 2Not everything that counts can be counted
E = MC2
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Claim 3Evidence ≠ neutral
“Process and data commonality enable the truth to be told…
As truth owner, the CFO can help shape operational decisions and strategic direction.”
Thursday, 17 May 12
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Rationality vs dogma I can prove that the earth goes round the sun
Galileo, you disappoint me
Galileo Galilei in 1623
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3 things to do
1. Dare to say what the evidence-based approach can’t explain
2. Show how other approaches shed light: psychoanalytic, critical, postmodern (both/and)
3. Beware artificial tidiness.
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3 things to read:
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“...When man is capable of being in uncertainties, mysteries, doubts without any irritable reaching after fact & reason.”
John Keats
Negative Capability
Thursday, 17 May 12