I just read a very interesting meditation on the sequential organizational response to someone pointing out an error in the organization’s work. Other than being a bit repetitious, it is excellent.
Perhaps without intentionally doing so, it describes why over time organizations ossify and die. And why the people who compulsively point out errors may be just a bit autistic, if often in a good way.
The author ends up asking organizations to stop being defensive and correct noted errors. This may be a forlorn hope. He is, of course, pointing out a set of errors in how organizations respond to error correction, in the service of maintaining stability-at-all-costs.
