São estes textos que me fazem reflectir...

São estes textos que me fazem reflectir, que me questionam, que me obrigam a ser mais cuidadoso e humilde no que faço.
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São estes textos que me confortam na minha solidão, à medida que me afasto do mainstrean e me apaixono pela  desorganização aparente que resolve os problemas do dia-a-dia de muitas pequenas empresas que lidam com sucesso com clientes a operar em modo caótico... só de pensar na sua certificação... arrepia-me.
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"What people usually mean when they talk about the long term, big picture for a whole organisation is a clear view of the purpose of that organisation and the direction in which ‘it’ is intended to ‘move’, ‘going forward into the future’, so that its ‘resources’, ‘capabilities’ and ‘competences’ are ‘optimally’ ‘aligned’ to the sources of competitive advantage in its environment as ‘the way’ to achieve ‘successful’ performance." (Moi ici: Eu não resumiria melhor o propósito do meu livro e no entanto...)
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"It is also widely believed that there is a set of ‘tools and techniques’ which can be ‘applied’ to an organisation to yield ‘success’ and that there is ‘evidence’ that these tools and techniques actually do the job required of them." (Moi ici: O problema quando se salta para o mundo das ferramentas assepticamente, sem olhar à particularidade de cada organização)
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"there is no body of scientifically respectable evidence that the prescribed tools and techniques do actually produce success" (Moi ici: É impossível garantir que a aplicação de uma ferramenta só por si faz milagres ou contribui para o sucesso... é o mesmo que assegurar que uma caneta usada por um humano só escreverá poesia, ou só contribuirá para o bem da humanidade)
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"For me, nothing could be more practical than a concern with how we are thinking and I can think of little more important for organisational improvement than having leaders and managers who can and do actually reflect upon what they are doing and why they are doing it." (Moi ici: Não há acasos... aquilo que vamos sendo e os resultados que vamos produzindo são a consequência do que fazemos, de como interagimos, de como actuamos. Se não gostamos das consequências... temos de mudar a nossa forma de actuar, pensar e trabalhar)
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"If the complex responsive processes perspective leads to a ‘tool or technique’ it is to the most powerful ‘tool or technique’ available to managers, indeed to any human being, and that is the self-conscious capacity to take a reflective, reflexive attitude towards what they are doing. In other words, the most powerful ‘tool’ any of us has is our ability to think about how we are thinking – if only we would use it more and not obscure it with a ready reliance on fashionable tools and techniques which often claim to be scientific even though there is no supporting evidence" (Moi ici: Ás vezes parece que o recurso a ferramentas é uma desculpa para não fazer esta reflexão, para não fazer um acto de contrição, para evitar o esforço da auto-catarse. )
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"An inquiry into thinking about management needs to be placed in the context of what people in organisations actually do, rather than with the main pre-occupation of the management literature with what managers are supposed to do but mostly do not seem to be actually doing. In other words, we are concerned with ways of thinking about management located in the context of thinking more widely about what people actually think, feel and do in organisations." (Moi ici: Realmente, quer aplicar o que é suposto fazer-se é, muitas vezes, criminoso, por que vai contra o ADN de uma organização... mesmo quando esse não é o problema, ou o desafio da organização)
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"the perspective of complex responsive processes, then the focus of attention shifts from the long term, big picture, and strategic macro level to the details of the micro interactions taking place in the present between living human beings. Instead of abstracting from and covering over the micro processes of organisational dynamics, such organisational dynamics become the route to understanding how organisations are being both sustained and changed at the same time and what part the activities of leading, managing and strategising play in this paradox of stability (continuity) and instability (change). " (Moi ici: O que tento é combinar as duas posturas: o médio longo prazo com a actualidade. O médio longo prazo como orientação para a definição do destino, e a actualidade para explicar o desempenho actual. Um problema reside numa eventual crença arrogante na nossa capacidade de prever o futuro... troca-nos as voltas. Por outro lado ao tirarmos "fotos" da realidade actual que conspira para que tenhamos o desempenho actual, aterramos em coisas concretas, coisas palpáveis, coisas sobre as quais podemos, ou julgamos que podemos, actuar, coisas sobre as quais as pessoas conseguem situar-se e relacionar-se. Como costumo escrever num acetato: "Coisas que podemos mudar já para a semana!")
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"It becomes understood that both continuity and change in all organisations are emerging in the many, many local communicative, political and ideologically-based choices of all members of all the interdependent organisations including the disproportionately influential choices of leaders and powerful coalitions of managers. What happens to an organisation is not simply the consequence of choices made by powerful people in that organisation. Instead, what happens to any one organisation is the consequence of the interplay between the many choices and actions of all involved across many connected, interdependent organisations. Instead of thinking of organisations as the realisation of a macro design chosen by the most powerful members of that organisation, we come to understand organisations as perpetually constructed macro or global patterns emerging in many, many local interactions. Continuity and change arise in local interactions, not simply in macro plans. Strategies are thus no longer understood simply as the choices of the most powerful but as emergent patterns of action arising in the interplay of choices made by many different groups of people." (Moi ici: Ora aqui está algo que não pára de me surpreender... o poder e a importância da comunicação interna, da comunhão de interpretações, do alinhamento voluntário dos agentes, das pessoas. Pressentem o poder da transparência? Pressentem a importância da clareza? Vislumbram o que acontece quando não há jogo limpo?)
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"Notions such as best practice, benchmarking and an evidence base for prescriptions for success all become highly problematic, indeed, often quite meaningless. Thinking in the second way calls for more reflective, reflexive modes of acting creatively in unique contingent situations for which there are no generally applicable prescriptions. The consequence of making the shift from the first to the second modes of thinking is a move from asking what organisations should be like and how they should be managed to asking what they are actually like and how they are actually being managed. It is only on the basis of fresh insight into what we are actually doing, rather than some rational fantasy of what we should be doing, that we might find ourselves acting more appropriately in specific contingent situations." (Moi ici: Não é um desafio fácil, apela à facilitação em vez da consultoria. O que poderia ser uma solução, apesar de fantasia racional, nunca o será, ou dificilmente o será, se for transmitida e não descoberta, se for comunicada e não co-construída pelos agentes. A solução comunicada apela ao racional e não joga no emocional. A solução comunicada é sempre genérica, não desce ao pormenor que facilita a implementação.)
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Trechos de Ralph Stacey e retirados de "The Demand for Management Tools and Techniques"