Organisational Communication Quotes

Any organisation that designs a system will produce a design whose structure is a copy of the organisation's communication structure

The degree of personal freedom that exists in a society is determined more by the economic and technological structure of the society than by its laws or its form of government. Most of the Indian nations of New England were monarchies, and many of the cities of the Italian Renaissance were controlled by dictators. But in reading about these societies one gets the impression that they allowed far more personal freedom than our society does. In part this was because they lacked efficient mechanisms for enforcing the ruler’s will: There were no modern, well-organised police forces, no rapid long-distance communications, no surveillance cameras, no dossiers of information about the lives of average citizens. Hence it was relatively easy to evade control.

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

The flowers are so beautiful, but God's love is infinitely stronger for us than the beauty of ALL flowers and all beautiful things combined!

We have to accept that much of reality is ineffable and so to understand it we can't rely on words alone.

In the travellers’ world, social media have enlarged the generation gap. The internet has brought a change in the very concept of travel as a process taking one away from the familiar into the unknown. Now the familiar is not left behind and the unknown has become familiar even before one leaves home. Unpredictability – to my generation the salt that gave travelling its savour – seems unnecessary if not downright irritating to many of the young. The sunset challenge – where to sleep? – has been banished by the ease of booking into a hostel or organised campsite with a street plan provided by the internet. Moreover, relatives and friends evidently expect regular reassurance about the traveller’s precise location and welfare – and vice versa, the traveller needing to know that all is well back home. Notoriously, dependence on instant communication with distant family and friends is known to stunt the development of self-reliance. Perhaps that is why, amongst younger travellers, one notices a new timidity.

Structurally, by reason of their smaller numbers and greater resources, virtually all ruling classes enjoy an advantage over the ruled in their capacity for collective action. Their internal lines of communication are more compact; their wealth offers an all-purpose medium of power, convertible into any number of forms of domination; their intelligence systems scan the political landscape from a greater height. More numerous and more dispersed, less equipped materially, less armed culturally, subordinate classes always tend, in the sociologist Michael Mann’s phrase, to be ‘organisationally outflanked'.

A Strategy, no matter how beautifully crafted, has to be executed by and with the people. Therefore, Invest in the people. Communicate the vision and strategy to them. Give them the opportunity to demonstrate how their day-to-day activities contribute to the organisation's strategy

Look everywhere. There are miracles and curiosities to fascinate and intrigue for many lifetimes: the intricacies of nature and everything in the world and universe around us from the miniscule to the infinite; physical, chemical and biological functionality; consciousness, intelligence and the ability to learn; evolution, and the imperative for life; beauty and other abstract interpretations; language and other forms of communication; how we make our way here and develop social patterns of culture and meaningfulness; how we organise ourselves and others; moral imperatives; the practicalities of survival and all the embellishments we pile on top; thought, beliefs, logic, intuition, ideas; inventing, creating, information, knowledge; emotions, sensations, experience, behaviour. We are each unique individuals arising from a combination of genetic, inherited, and learned information, all of which can be extremely fallible. Things taught to us when we are young are quite deeply ingrained. Obviously some of it (like don’t stick your finger in a wall socket) is very useful, but some of it is only opinion – an amalgamation of views from people you just happen to have had contact with. A bit later on we have access to lots of other information via books, media, internet etc, but it is important to remember that most of this is still just opinion, and often biased. Even subjects such as history are presented according to the presenter’s or author’s viewpoint, and science is continually changing. Newspapers and TV tend to cover news in the way that is most useful to them (and their funders/advisors), Research is also subject to the decisions of funders and can be distorted by business interests. Pretty much anyone can say what they want on the internet, so our powers of discernment need to be used to a great degree there too. Not one of us can have a completely objective view as we cannot possibly have access to, and filter, all knowledge available, so we must accept that our views are bound to be subjective. Our understanding and responses are all very personal, and our views extremely varied. We tend to make each new thing fit in with the picture we have already started in our heads, but we often have to go back and adjust the picture if we want to be honest about our view of reality as we continually expand it. We are taking in vast amounts of information from others all the time, so need to ensure we are processing that to develop our own true reflection of who we are.

REMOVE THE LOUDHAILER ! If the Democrats really want to beat Donald Trump, how about getting some of their wealthy backers to buy up or take down Twitter ? The Twit-in-Chief without Twitter is nothing - a songbird without a song. No self-respecting news organisation would stoop to plug the gap. All that would be left is a pretentious peacock eunuch strutting around aimlessly with no fawning admirers. Desperate times call for desperate measures.

Communication...it is a difficult optimisation. Structurally, it gets founded over words, organised around thoughts. Words are difficult to come through, successfully, amid the thought process. The thought process in right manifestation gives rise to communication.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

The medium of engagement between staff engaged in competitive and cooperative interaction to achieve things together is embodied communication. By talking, discussing, taking turns, gesturing and responding to each other, recognising and misrecognising each other, staff in organisations are structuring what they do as themes and narratives of organising arise between them. Staff make sense together in both abstract and particular ways and contribute to organisational narratives about what is going on. They take up more abstract themes of organising, the organisation’s vision, mission and strategy, but can only do so locally, in particular situations with particular others. Organisational activity, then, is always local, no matter how senior are the staff who are working, and it always involves communication. But it is from the many, many local communicative interactions that the global organisational patterning arises, which in turn constrains and informs the local interactions.

Two organisations spawned by Alice Bailey’s work, the Lucis Trust (formerly the Lucifer Trust) and the World Goodwill Organisation, are both staunch promoters of the United Nations. They are almost UN ‘groupies’, such is their devotion. It is interesting to see how the New Age has inherited ‘truths’ over the decades in the same way that conventional religion has done over the centuries. As the followers of Christianity have inherited the manipulated version of Jesus, so New Agers have inherited the Masters. There is too little checking of origins, too much acceptance of inherited belief, I think. Certainly there is with the Masters and Blavatsky’s Great White Brotherhood because she admitted in correspondence with her sister, that she had made up their names by using the nicknames of the Rosicrucians and Freemasons who were funding her. Yet today all over the world there are hundreds of thousands (at least) of New Age ‘channellers’ who claim to be communicating with these Masters and with the Archangel Michael who is an ancient deity of the Phoenicians. If the New Age isn’t careful, it will be Christianity revisited. It is already becoming so. I believe that the concept of Masters can be a means through which those who have rejected the status quo of religion and science can still have their minds controlled.

The structure of this new religion is similar to that of traditional religions, as WHO is similar to the Catholic Church. 6 Both are highly bureaucratic, hierarchical and lack transparency; they are centralised and possess a worldwide network of local departments. To maintain their integrity, both organise synods and congresses guarded by special associations. Both are ruled by their own juridical systems and claim monopoly over its services. And just as before the Reformation laymen were not supposed to communicate with God without an expert as a mediator, individuals today should avoid self-treatment and should follow their medical leaders. For this reason, Szasz

It is common understanding that communication is at the heart of any organisation. So, why have organisational models not evolved accordingly? To truly leverage the potential of this information age, we need to rethink and redesign organisations

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It is common understanding that communication is at the heart of any organisation. So, why have organisational models not evolved accordingly?

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

The field of project management trains us to organise projects, communicate effectively with all stakeholders, and manage ourselves.

Leading and managing are two different ways of organising people. The manager uses a formal, rational method, while the leader uses passion and stirs emotions. A leader is someone whom people naturally follow by choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given and not as a result of his leadership qualities. A leader may have no organisational skills, but his vision unites people.

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

Do there exist other ways of organising the economy that, given the technologies we have, might actually be a better fit and result in more human flourishing … We don't do ourselves a lot of favours by pretending that the thing we've got is the best that it could possibly be. It's like an engineer looking at the telegraph and thinking, 'This has gotta be the best way to communicate!

Good delegators, it emerges time and time again, are people who instil confidence and belief; who are organised; who communicate well; who let people get on with it; and who provide effective feedback.

Good delegators: instil confidence and belief; get organised; communicate well; let people get on with it; and provide effective feedback.

It’s tempting to think that the male bias that is embedded in language is simply a relic of more regressive times, but the evidence does not point that way. The world’s ‘fastest-growing language’,34 used by more than 90% of the world’s online population, is emoji.35 This language originated in Japan in the 1980s and women are its heaviest users:36 78% of women versus 60% of men frequently use emoji.37 And yet, until 2016, the world of emojis was curiously male. The emojis we have on our smartphones are chosen by the rather grand-sounding ‘Unicode Consortium’, a Silicon Valley-based group of organisations that work together to ensure universal, international software standards. If Unicode decides a particular emoji (say ‘spy’) should be added to the current stable, they will decide on the code that should be used. Each phone manufacturer (or platform such as Twitter and Facebook) will then design their own interpretation of what a ‘spy’ looks like. But they will all use the same code, so that when users communicate between different platforms, they are broadly all saying the same thing. An emoji face with heart eyes is an emoji face with heart eyes. Unicode has not historically specified the gender for most emoji characters. The emoji that most platforms originally represented as a man running, was not called ‘man running’. It was just called ‘runner’. Similarly the original emoji for police officer was described by Unicode as ‘police officer’, not ‘policeman’. It was the individual platforms that all interpreted these gender-neutral terms as male. In 2016, Unicode decided to do something about this. Abandoning their previously ‘neutral’ gender stance, they decided to explicitly gender all emojis that depicted people.38 So instead of ‘runner’ which had been universally represented as ‘male runner’, Unicode issued code for explicitly male runner and explicitly female runner. Male and female options now exist for all professions and athletes. It’s a small victory, but a significant one.

In comparing social with cerebral organisations one important feature of the brain should be kept in mind; we find no boss in the brain, no oligarchic ganglion or glandular Big Brother. Within our heads our very lives depend on equality of opportunity, on specialisation with versatility, on free communication and just restraint, a freedom without interference. Here too local minorities can and do control their own means of production and expression in free and equal intercourse with their neighbours. If we must identify biological and political systems our own brains would seem to illustrate the capacity and limitations of an anarcho-syndicalist community. ~ Grey Walter ‘The Development and Significance of Cybernetics

Our eyes can distinguish several million colours, our ears can distinguish half a million tones, but our noses can distinguish well over a trillion different odours. Humans can detect virtually all volatile chemicals ever tested. Smells feature in our choice of sexual partners and in our ability to detect fear, anxiety or aggression in others. Human noses can detect some compounds at as low a concentration as 34,000 molecules in one square centimetre, the equivalent of a single drop of water in 20,000 Olympic swimming pools. For an animal to experience a smell, a molecule must land on their olfactory epithelium. In humans, this is a membrane up and behind the nose. The molecule binds to a receptor, and nerves fire. The brain gets involved as chemicals are identified or trigger thoughts and emotional responses. Fungi are equipped with different kinds of bodies. They don’t have noses or brains. Instead, their entire surface behaves like an olfactory epithelium. A mycelial network is one large chemically sensitive membrane: a molecule can bind to a receptor anywhere on its surface and trigger a signalling cascade that alters fungal behaviour. Fungi live their lives bathed in a rich field of chemical information. Truffle fungi use chemicals to communicate to animals their readiness to be eaten; they also use chemicals to communicate with plants, animals, other fungi – and themselves. Through smell, we can participate in the molecular discourse fungi use to organise much of their existence.

Nations,’ he said, ‘which can plan and fight together shoulder to shoulder in the face of such obstacles and of distance and of language and of communications as we have overcome, can live together and work together in the coming labour of the organisation of the world for peace.

Leadership is about influencing people. Influencing people is about inspiration. Inspiration is about resonating communication.

design is the process of choosing and organising words, images and messages into a form that communicates and influences its audience.” UK Design Council

A great business strategy is the leader’s purpose which is a culture by itself. It is a way of communication, operation, decision making, recruitment, marketing and many more. It is the oxygen of the whole organisation not a piece of paper hanged on the walls and no one understands i

Anyone seeking to draw closer to God needs to curb the horizontal and ascend to God vertically,’ he said. ‘And this means giving oneself fully to God – with all one’s heart, body, mind and soul. There mustn’t be any dark corners.’ Skimming the surface wasn’t an option, he stressed. ‘People often tend to merely skate around the edges of religion, but what they really need is to plunge into its depths like deep-sea divers looking for treasures. Too many people nowadays make selective choices from various faiths – the New Age approach, but never embrace any one of them fully,’ said Nasr. It was true, so many people didn’t believe in organised religion but liked to take the best from every religion or spiritual teaching. ‘The most direct means of communication with God,’ he concluded, ‘are prayer and dhikr.

In order to write something, you have to translate a series of connected thoughts and vague notions into a rigid, visible form which forces you to make decisions. If you want to build something, invent something, create something–or if you just have an idea or insight which you want to communicate clearly to others–the first step of making it real is making the decisions you have to make when you ‘commit’ to paper. This process allows you to freeze your thoughts and organise them and edit them as you see fit, giving you entirely new insights into what you first ventured to note down. Exactly how our tools allow us and constrain us in freezing, organising and editing shapes the space of thought.

I write to tame and organise the thoughts that bubble in my head. I write for the part of me that’s inconsolable and don’t have the hands or the talent for painting, pottery or the piano. I write because it’s proven more effective than screaming to communicate my personal truths. I write because publication provides the perfect payback for a painful childhood and because I’m addicted to alliteration, a glutton for grammar and ruled by the rule of three. I continue writing to discover where my imagination will take me; because if I stopped, I’d no longer be me.

Architecture Building Blocks. Explain the purpose of Architecture Contracts. Explain the purpose of an architecture definition document. Explain the purpose of the Architecture Repository. Explain the purpose of an architecture requirements specification. Explain the purpose of an Architecture Roadmap. Explain the purpose of the Architecture Vision. Explain the purpose of business drivers, business goals and business principles. Explain the purpose of a capability assessment. Explain the purpose of a change request. Explain the purpose of a communications plan. Explain the purpose of a compliance assessment. Explain the purpose of an implementation and migration plan. Explain the purpose of an Implementation Governance Model. Explain the purpose of an organisational model for Enterprise Architecture.

And we see such hierarchy in the organisation of the Homo erectus settlement of Gesher Benot Ya’aqov. But hierarchy is something that would only be needed in direct proportion to the growth of complexity in communication content – what is being talked about – as information flow grew faster and more complex. Information-rich communication, especially when coming at high rates of speed typical of human languages, will be aided, just as Simon predicted, by being structured in particular ways.

Il ne s'agit pas ici de faire le procès, encore moins l'éloge de la colonisation européenne de l'Afrique, mais simplement de marquer que cette colonisation comporte, comme presque tous les phénomènes qui résultent des chocs de civilisation, un actif et un passif culturels. Ce n'est pas prendre la défense de la colonisation, de ses laideurs, voire de ses atrocités ou de ses indéniables bouffonneries (achat de vastes territoires contre quelques rouleaux d'étoffe ou un peu d'alcool), que d'admettre que le choc en a été souvent décisif et même finalement bénéfique pour les structures sociales, économiques et culturelles des peuples noirs colonisés. En fait, ç'a été, au lendemain de l'acte final du Congrès de Berlin (1885), la dernière très grande aventure de l'expansion européenne. Et si cette mise sous tutelle tardive a été de brève durée (moins d'un siècle), la rencontre s'est faite à vive allure, alors que l'Europe et l'économie mondiale se trouvaient en plein essor. C'est une société industrielle adulte, exigeante, disposant de moyens modernes d'action et de communication, qui a heurté et investi le monde noir. Et celui-ci est réceptif, plus mobile que les ethnographes ne le supposaient hier encore, capable de saisir des objets et des formes que l'Occident lui propose et, surtout, de les réinterpréter, de les charger de sens nouveau, de les lier, chaque fois que la chose est possible, aux impératifs de sa culture traditionnelle. [...] En parlant d'un certain actif de la colonisation, nous ne pensons pas à ces biens purement matériels, routes, voies ferrées, ports, barrages, à ces mises en marche d'exploitations du sol et du sous-sol que les colonisateurs ont installés dans des buts hautement intéressés. Ce legs, aussi important qu'il paraisse parfois, serait de peu d'utilité et éminemment périssable si les héritiers n'avaient aussi acquis, au cours de la pénible épreuve de la colonisation, de quoi leur en permettre aujourd'hui l’utilisation rationnelle. L'enseignement, un certain niveau de la technique, de l'hygiène, de la médecine, de l'administration publique, sont les meilleurs biens légués par les colonisateurs, la contrepartie positive aux destructions opérées par le contact européen dans les vielles habitudes tribales, familiales, sociales, sur lesquelles reposaient toute l'organisation et toute la culture.

Organisational Impediment Board. This is an easy-to-implement, company-wide open Kanban board, where everyone is able to present any impediments (ideally, with some hypotheses on how to solve the issue). This drives communication, transparency and ownership nicely.

I have a feeling that the day you can seamlessly communicate with any government or public service organisation of your choice via the Internet, will be the day before artificial intelligence finally takes over and murders everyone.

In a 2009 paper, the Organisation for Economic Co-operation and Development (OECD) described skills and competencies that young people require in order to benefit from and contribute to a rapidly changing world. The OECD distinguishes these by defining skills as the ability to perform tasks and solve problems. Skills include critical thinking, responsibility, decision making, and flexibility. They define competencies as the ability to apply skills and knowledge in a specific context such as school or work. The OECD framework for 21st century skills and competencies has three dimensions: Figure 1.2 Center for Public Education Source: Jerald (2009). Used with permission. Information: This dimension includes accessing, selecting, evaluating, organizing, and using information in digital environments. Use of the information involves understanding the relationships between the elements and generation of new ideas. The competencies necessary to effectively use information include research and problem-solving skills. Communication: This dimension includes the ability to exchange, critique, and present information, and also the ability to use tools and technologies in a reflective and interactive way. The requisite skills are based on sharing and transmitting information to others. Ethics and Social Impact: This dimension involves a consideration of the social, economic, and cultural implications of technologies, and an awareness of the impact of one’s actions on others and the larger society. Skills and competencies required for this are global understanding and personal responsibility.

One of the most important – and sudden – changes in politics for several decades has been the move from a world of information scarcity to one of overload. Available information is now far beyond the ability of even the most ordered brain to categorise into any organising principle, sense or hierarchy. We live in an era of fragmentation, with overwhelming information options. The basics of what this is doing to politics is now fairly well-trodden stuff: the splintering of established mainstream news and a surge of misinformation allows people to personalise their sources in ways that play to their pre-existing biases.5 Faced with infinite connection, we find the like-minded people and ideas, and huddle together. Brand new phrases have entered the lexicon to describe all this: filter bubbles, echo chambers and fake news. It’s no coincidence that ‘post-truth’ was the word of the year in 2016. At times ‘post-truth’ has become a convenient way to explain complicated events with a simple single phrase. In some circles it has become a slightly patronising new orthodoxy to say that stupid proles have been duped by misinformation on the internet into voting for things like Brexit or Trump. In fact, well-educated people are in my experience even more subject to these irrationalities because they usually have an unduly high regard for their own powers of reason and decision-making.* What’s happening to political identity as a result of the internet is far more profound than this vote or that one. It transcends political parties and is more significant than echo chambers or fake news. Digital communication is changing the very nature of how we engage with political ideas and how we understand ourselves as political actors. Just as Netflix and YouTube replaced traditional mass-audience television with an increasingly personalised choice, so total connection and information overload offers up an infinite array of possible political options. The result is a fragmentation of singular, stable identities – like membership of a political party – and its replacement by ever-smaller units of like-minded people. Online, anyone can find any type of community they wish (or invent their own), and with it, thousands of like-minded people with whom they can mobilise. Anyone who is upset can now automatically, sometimes algorithmically, find other people that are similarly upset. Sociologists call this ‘homophily’, political theorists call it ‘identity politics’ and common wisdom says ‘birds of a feather flock together’. I’m calling it re-tribalisation. There is a very natural and well-documented tendency for humans to flock together – but the key thing is that the more possible connections, the greater the opportunities to cluster with ever more refined and precise groups. Recent political tribes include Corbyn-linked Momentum, Black Lives Matter, the alt-right, the EDL, Antifa, radical veganism and #feelthebern. I am not suggesting these groups are morally equivalent, that they don’t have a point or that they are incapable of thoughtful debate – simply that they are tribal.

Need for Emotional Intelligence in leadership and executive management roles : Low EI delays accomplishment of organisational goals. Managers frequently stumble under work pressure, potentially undermining their executive presence and fracturing team synergy. I advocate the 'SPC key' as I call it —Self-introspection, Patience, and Coherent Communication and Coordination. To augment emotional intelligence, leaders must cultivate self-awareness by identifying emotional triggers and exercising patience, while simultaneously fostering empathy through active listening and a nuanced understanding of stakeholder perspectives to adeptly implement their requirements. Moreover, nurturing transparent communication and effective conflict resolution, alongside developing social awareness, can profoundly enhance emotional intelligence and bolster overall leadership efficacy.

I would say 'Integrity first ! Streamlining individual actions for the greater organizational good'. To restore trust after a stakeholder challenges your decision, acknowledge their concerns and engage in intent listening. Delineate your decision-making process and provide a well-substantiated rationale. Demonstrate a commitment to collaboration and receptivity to constructive criticism. Listen !! for strategic implementation that facilitates progressive results. Serving an organization requires prioritizing the collective good over individual agendas. Finally, fortify the relationship through consistent communication and constructive dialogue to enhance trust.