When everybody does their own thing

Having One’s Say
By Paul Herbig
In my last tome, I discussed what happens when the process becomes dominant and the output becomes subordinate. What happens when the process becomes so dominant and involved that everyone’s opinion becomes crucial and must be heard and is equally important to the final decision?
Herbig’s Law #33: When the few or individual are equated with the greater good, little if anything every gets accomplished, and the entity is inevitably headed for chaos and dissolution.
Once upon a time there were two banks, Citicorp and a formerly equally large rival. The standing joke was that at the end of every day Citicorp could tell its owners exactly how much money it made that day. Meanwhile across town, the other bank knew exactly how many minorities it had hired that day. Now, affirmative action and equal employment and diversity are notable goals. However when it dominates discussion to the exclusion of everything else, something is wrong. Please note that Citicorp is still one of the world’s great banking institutions while the other has disappeared from the lofty ranks.
In 1956, the National Defense Act was passed, paving (sic) the way for the National Interstate Highway System. In between fifteen and twenty years, nearly forty thousand miles of limited access highway was built, proving a boon to the American economic dynamo that would last to this day. Twenty or more years ago the idea surfaced that the nation (and the state) needed the I-69 corridor, the NAFTA highway. In particular, Indiana could use the highway to tie the southwest corner of the State to the rest of the state, a notion no one disputes and still is just as important today as it was then.
Almost immediately, cries went out, studies were initiated. Every initialed organization had to issue their report and comments. Everyone had to have his two cents worth. And if the authorities in charge did not listen, they filed a lawsuit so they would. Environmentalists complained then sued then stalled for time. Twenty years later the road is no closer to being built. Call it the refinery syndrome: Everyone knows it is necessary and would be beneficial to the greater good but because not all can agree on a consensus, talk continues. It is so important in our modern era that everyone be happy and agreement widespread that no agreement can ever be achieved. Meanwhile the problem only becomes worse.
Another version of this paradox can be seen in business communications. Once upon a time business managers were a hard charging bunch, vocal, loud, often seen using colorful language to describe their daily routines and struggles. These X-rated dialogues have long been diluted to G rated material. Due to EEO, sexual harassment fears, diversity issues, socio-cultural norms, the confusing laws, the unwanted media attention, many businesses are afraid to say, write, do anything because it might offend somebody so nothing gets done. Even mild and innocuous complaints and criticisms become searched for hidden messages that may harbor some tint of ill will. Messages become so bland in meaning as to be meaningless. Orders become requests become suggestions. The entire change of command becomes so involved in touch feely diversity training, the major objective of the business to be profitable, to thrive, to be successful, and to win becomes secondary or even worse, tertiary in importance.
Moral of the story: When it gets to this point, the ship is breaking up and there is no place to hide. You are sinking.
Paul Herbig is Managing Partner of Herbig Marketing Associates, a renown national marketing consulting firm, and the former Dean, Ketner School of Business, Tri-State University.