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I’ve been preaching the virtues of the book The Unaccountability Machine to the point I bought copies to give people for Christmas. You, my regular readers, shall be spared anything but a reminder – it’s about how organizations go insane following simplistic ideas and shield leadership from accountability. I mean I’m still going to talk about it, but I’ll be taking a new tact and pushing it less.
The thing is someone has to take responsibility in governments, companies, etc.. If everyone goes hands off, everyone dodges responsibility, the organization will continue to fall into insanity. Backside-covering does a lot to keep an organization going, but the insanity will predominate. The organization might fall apart, get bought out, get sold, become completely financialized, etc.
I’d wager we’re going to see a lot of that in the next decade or two. We’ve already seen it from the Tories in the UK to Sears.
But anyway someone has to take responsibility. That means, ironically, the more Unaccountability in a system, the more there has to be some responsibility. The Unaccountability Machine is also a Responsibility Machine. People need to step in to do the right thing, even as others don’t.
You’ve probably been there. You might be the person who is the Responsible one – come to think of it, if you’re one of my subscribers, you probably are.
This Taking of Responsibility can happen for a number of reasons. Some people just can’t stand to see things done wrong. Others like a challenge. Others really care about the system. People have a certain responsible streak in them, if only out of sheer irritation of seeing something done wrong.
This urge to take Responsibility isn’t necessarily benevolent either. A chance to take Responsibility can be a chance to advance in one’s career – to where one can finally enjoy the benefits of Unaccountability. Responsibility can be a way to angle for a raise or bonuses. It can be a way to show off or put someone in their place. Don’t assume everyone rushing to prop up the various bad decisions in an organization is motivated by principle.
But the key thing is there’s only so many heroes and opportunists at any organization. It also means that unless the payoff they want – from seeing something work to a fat raise – needs to be coming. If it doesn’t come, there’s going to be less and less people taking Responsibility and more giving up or even seeking areas of Unaccountability
And no one can cause more damage or grift the system better than someone that actually knows how stuff works – and gave up. They’re also the ones that warn others to not fall into the Responsibility trap or to not even get hired or join up. Even the more evil of the once-Responsible types don’t want any competition.
However the people enjoying Unaccountability can coast on those taking Responsibility long enough to get a payout and leave.
So if we wonder how organizations persist when they’ve gone insane with Unaccountability (beyond money and influence), look for the people who are being Responsible. If you can’t find any then you may want to stop looking and get away.
Take a look at the world now and think that over.
Steven Savage