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It’s not lost on many people working in the public sector that we’re frequently asked to adopt two mutually opposing stances and attitudes at one and the same time. “Now run this way, now run that way – both at a very fast hard pace” is a commonly heard instruction albeit couched in terms which suggest the organisation knows what it’s doing and where it’s going.

Policy complexities of the poli-see and poli-do type (ie we say one thing vociferously and insist on doing the opposite equally vociferously) within a rabid target culture in which the targets are sometimes in front of you, sometimes behind you and sometimes imagined, contribute to a sense of working down an Alice in Wonderland rabbit hole in which nothing is as it seems, narrative logic is irrelevant and what counts is what doesn’t count.

This isn’t confined to the public sector of course; many organisations, of large, small or indeterminate size suffer from the syndrome of asking its staff to adopt mutually exclusive attitudes in the same body politic and organisational mind. It’s an occupational hazard of having an occupation and working in an organisation which may not be particularly well organised.

The trick for small business start ups is to maintain their vision and try to define their targets in ways which don’t induce schizophrenia in its staff. One way is to say what you mean and mean what you say, but as Alice found out saying and meaning, eating and seeing, and breathing and sleeping can commonly be confused with each other. Your job in setting up a start up is make sure you know the difference between all those bodily functions.