Rory Stewart:

Today, instead of deferring to long practical experience, and deep knowledge of a particular place, managers prefer to implement ‘best practice’ from somewhere else; they impose theoretical models with less and less understanding of what does not work on the ground; and they justify decisions with abstract metrics, and obscure concepts. And as more and more positions are filled with people with this mentality, there are fewer people, with the confidence, or seniority, to expose the shallowness of this approach. Our culture is beginning to forget what deep knowledge and contact with the ground looked like, or why it mattered.

The solution must be to give power back to people with deep knowledge. But it won’t happen through running training courses. You need to force institutions to change their promotion criteria, and put those with knowledge, judgement and experience back at the very top. Some of them might not be ideal managers: they might be less popular with staff, unappealing to stake-holders, more difficult to work with. But they can offer things we have forgotten how to measure: not just long experience, but rigour, a sense of vocation, and unexpected frames of reference. They might have prevented some of our recent mistakes. They could certainly bring more flexible and inventive ways of engaging with the world. And we cannot afford to continue to ignore them.

Something to consider in light of Oconomowoc’s planned changes.