Thursday, August 23, 2007
The changing nature of things
Today, every one of these aspects has changed to one degree or another, and for the worse. The project is bigger, more defined, and more expensive, which certainly makes it necessary to bring rigour to its process. We have made choices about what we will and cannot do and the project phasing has shifted from opening out to firming up and implementing, from ideas to action. Massar is no longer the whole world – now we are accountable to the Syria Trust in ways that run from procedures to values. The former intense loyalty that its people felt solely to Massar has been tempered by the requirement to be part of a larger organisation, in which Massar is only one of many concerns. Whereas before we did what was right for Massar, now we do what is right for the Trust.
Today we share the affections of the First Lady with many others, and that makes Massar feel less special. Caring intensely about Massar has come to be seen as caring less about the Trust, not signing up to the bigger organisation and its goal. Massar no longer defines its own identity, nor is master of its own destiny; in all circumstances Massar now has to seek permission, to check conformance, to ensure that it is what the Trust requires it to be. The Massar team has grown, and new people bring new flavours which add value to the project’s gene pool but can dilute the intense feeling of a small family. Growth in numbers is a necessity, more new people will come, and the specific project DNA which would previously have surrounded new staff is now Trust DNA. Our eyes are no longer on the vision far ahead; they are usually on the path immediately under our feet as we concentrate on conforming to policies, procedures, payscales, plans and other requirements. Often our eyes are on the road behind us as events months past are resurrected, picked over and made tidy. Doing the right thing and focus on goals has been replaced by not doing the wrong thing and a focus on process. Implicit trust has been replaced by systems which signify, and are sometimes explicit, that staff cannot be trusted or relied upon, and unless controlled will be inefficient or dishonest. There is far more administration and far less work in the field; especially for those original team members direct encounters with beneficiaries have all but gone.
As a director of the Trust, my own management attention is now not just on Massar but also on the Learning Division and the Trust. So my own position can no longer be one of unqualified loyalty to Massar, its team and goals above all else; there are many occasions when my responsibilities mean I cannot simply pursue Massar’s interests as I once would have. Moreover, I am quite sure that my own at times serious reservations about the Trust and worry about its direction will have been picked up to some degree by Massar staff, which will also have had an effect on atmosphere.It's not inspiring.
Subscribe to Posts [Atom]