William:
At 21:52 29/11/1995 -0500, you wrote:
>Further John Warfield cites the Cuban Missile crises as an example of a
>better formed process... The Cuban Missile crises, i submit was as close
>to a process failure as one can come and survive. Not a good example.
For we who entered federal service somewhat later, the Cuban Missile
Crisis was the seminal event (pro and con) for the study of Crisis
Management and Coercive Bargaining.
>Then I joined my present company who's style is to form
>small teams of forward thinking business people from the organization
>being analyzed.
How do you identify those magicians and how do you entreat their managers
to part with them?
>The nuances people who have lived the business bring to the team are
>outstanding. Now the analysis is based on deep understanding of all
>aspects of the business. Moreover, the business experts will tell you when
>the project is finished.
How do you provide the "role of the outsider" not captive to the dominant
design of the current organization?
-- Best regards, Gordon Housworth Intellectual Capital Group ghidra@mail.msen.com Tel: 810-626-1310