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minister is reduced to an anxiety which can only watch for the symptoms of
bankruptcy or attack or revolt.
Even if so reduced, an executive who fends off disaster while getting in
a system which satisfies the above points has an enormously bettered chance
of winning at long last.
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The dual nature of an administrative system or an organization now
becomes plain.
Let us pry apart I and 2 above. The effort to hold an existing
organization together is really different than trying to get a plan into
actuality. In practice one has an organization of some sort. It has
functions and it has local concerns and problems. And it has programmes and
actions from past control centrals or which were locally generated.
To push in upon this plans which, no matter how well conceived or
intentioned, are additional to its load will cause a great deal of
confusion, incomplete projects left dangling and general upset.
To place new programmes into action, two prior actions are necessary
A. Put in a whole new system paralleling the old existing system.
B. Survey the old system and its existing programmes to preserve them,
eradicate them or combine them with the new plans.
To leave A and B undone is to court disaster. Whether one is aware of
the old programmes or the old organization or not THEY REMAIN AND WILL
CONTINUE even if only as a pile of undone, unsorted papers nobody knows
where to file or as a pile of odd unfinished masonry some future generation
can't identify or will identify with scorn of administrations in general.
New leaders are sometimes looked upon as a worse scourge than a foreign
enemy and new patterns of rule are often subjected to overthrow simply
because they did not, out of ignorance or laziness, do A and B above.
One sometimes finds a company unit or a military officer left in some
unheard of place for years, at continuing expense, guarding or nibbling at
some project in a bewildered or philosophic fashion.
The activity remained unremembered, unhandled when a new broom and new
planners entered the scene.
This can get so bad that a company or a nation's resources can be broken
to bits. The old plans, disorganized, not known, discredited, are
superseded by new plans and new ambitions. The old plans are in the road of
the new plans and the new plans prevent old plans from completing. The
result is an impasse. And the men in charge, even at the level of junior
executives, become even more puzzled and bewildered than the workers and
begin to believe no new plans can ever be done, blame the ignorance of the
populace and the cruelty of fate and give up.
All they had to do was put in a complete new parallel system as in the I
to 6 outline above for their new plans and to meanwhile preserve and
continue the old system while they survey for preservation, eradication or
combination of it. It is sometimes even good sense to continue old projects
to completion currently with new projects just to maintain stability in the
company or country and somehow find new finance and new people for the new
plans. It is often far less costly than to simply confuse everything.