The meeting was 15 people, by invitation. Hosted in a very comfortable high-tech room. The guest speaker was from a famous university a few hours south. Worker bees and VPs gathered to talk shop and think big. 45 minute presentation, then lunch is served. We introduce ourselves. Discussion ensues.
Eventually I ask: “What kinds of governance and decision-making structures work for highly complex topics? I have evolved many processes and approaches to working with this, but frequently executives override the advice of their best domain experts, which is bad for morale, bad for projects, and bad for institutions.”
[Paraphrasing and editing makes me sound better than I did at the time.]
A few people speak. Eventually the VP says, among other things, with a wry smile pointed in my direction, “Those of us who have been around a while know that politics can’t be avoided.” Smile.
“Yes,” I thought, but didn’t say, “my point is we need to subvert politics. It’s bad for morale, bad for projects, and bad for institutions. How about if we make decisions based on the merits, instead of the patronizing hierarchical power?”
“Those of us who have been around a while….” Those of us who have been around a while…. Those of us who have been around a while….
[I should grow my beard a little longer to show off the gray hair.]
This is your brain on intelligence, honesty, and enthusiasm. This is your brain on politics and power. Any questions?
October 2, 2006