By François Dupuy (auth.)
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Additional info for Sharing Knowledge: The Why and How of Organizational Change
Sample text
By “code of ethics” read “a set of unwritten rules” – a culture, some might say – which limits the unpredictability of the participants’ behaviour. This means making any dishonesty in negotiation, in regard to the market and its possibilities, for example, very costly. Participants must rely on real knowledge, which is why there is personal commitment. Otherwise there would be “no holds barred”, which is not the case in this company. Over time, the lack of a code of ethics would break the organization apart and lead it to ruin.
As for the university card, the courtesy or dedication of employees, their obvious desire to be of service are not a problem here either. But the intent of the organization is another matter altogether! After a visit to the Office of International Services, seekers of an identity card have to run over to a health insurance agency to pick up several important papers before returning to the first office. They must then return to their own department, where they might find out that it will take several days for the necessary paperwork to be approved by the dean and the department head.
This mode of reasoning which is built not only around the primacy of technical constraints but also around the idea that there is one and only one way of running an organization, is still today the dominant model, probably because we are aware of so few alternatives. Once this model has been accepted, we lose the ability to distance ourselves from technical constraints, and require others to suffer the consequences. Why? Because the responsibility lies not with us, which would clearly be What is a Bureaucracy?
