|
From the Archives...
The Management Center Network
[Matt Taylor Journal page 651, July 26, 1984, 9:52PM]
Capitol Hill, Washington, D.C.
After the first Regional Management Center is built, tested... is operating
at a full service level and is in the black, the nature of the work changes.
By definition, a Full Service Center has the ability to reproduce itself.
A Full Service Center is a self-sufficient unit--a life form; it contains
all of Miller's subsystems and is developed in all seven
of the domains. Up to this point, the effort has been to create what
has never existed before. Afterward, the challenge will be to reproduce;
and then tie all these clones into a living system that is global in scope
and will exhibit a synergy of all the components thus: a meta organization,
the behavior of which is unpredictable.
This network--with stress on the work--will cut across national and cultural
boundaries, across time, space and place. It will be an organization unlike
any the world has ever seen. It will provide a new capacity. It is the
most ambitious undertaking in the history of the world. When achieved,
it will have facilitated a transformation of vast scope and of great quality.
It will provide a way for Humankind to design solutions to the great Catch
22 issues of our day: World War III, pollution, poverty and the violation
of freedom. We are practicing today--every day--a method designed to account
for all the known blocks to a successful global transformation. A method
that will employ the entire Human Race's abilities to break through to
a new level of existence.
For this network to work, its integrity will have to be beyond anything
prior to this point even dreamed of. Chauvinism of all kinds will have
to be defeated. Knowledge greater than the total sum of the past will
be assembled--a global library of Alexandria will be built--one that cannot
burn down. A new order will emerge--a new governance.
The strategy by which this network is developed requires the best thought
possible; all "old habits" will steer us wrong. Every assumption
and practice must be challenged and re-thought. By definition the complexity
of this network is such that it cannot be "designed"--we must
conceive of a "design of a design." We must employ the NASA
method. (Design strategy; performance specifications; administrative method.)
We must break out of the organizational paradigm that we were all born
into.
The time to begin this work is now. Within six months, if we do not have
a systematic way to proceed with this we will in fact be designing the
future organization by default. Steps--in themselves "meaningless"--will
add up to an organizational inertia difficult to change. the design of
the WAWD team system, the Management Center
"franchise" system; the Transition Manager Course, the installation
of client centers--even how the general public is introduced to the concept
of Management Centers--all of these steps and more, will dramatically
affect the real outcome of the network.
There are political ramifications to a global network of Management Centers.
These are the influences more than any other that must be transformed.
This cannot be accomplished with a naive view of the world or its history.
It must avoid a corrupt view. The huge amounts of dollars involved and
the "power" involved must not be allowed to distort the principles
nor practices of a Management Center, nor the Network.
 
copyright © 1984, MG Taylor Corporation.
All rights reserved
copyrights,
terms and conditions
19970310155051.web.bsc
|
