“Paradoxically, our [principle] that there is no single way to manage corporate issues well presents corporate personnel with the challenge of taking risks – even as they are aware that they cannot know the best course to take.
This means acting on their best educated guesses. And because every action is based on a guess, leaders cannot be blamed for guesses that prove to be wrong.
Gathering the courage to act, they let others know of the limited knowledge upon which a decision is made, and then move forward. In a sense, every action is a “draft”. RHD is an organization in the process of continually and consciously creating drafts.”
The excerpt is from the book “The Common Good Corporation” (2006) by Robert and Barbara Fishman. The book tells the story about RHD, (Resources for Human Development Inc.).
The company founded in 1970 provides mental health services, community living for special groups and more.
In RHD much of decision-making is with the working individuals and teams, guided by values and assumptions, as the one exemplified above.
In 2006 when the book was written, RHD’s turnover was $162 million.
“In pursuing these values, our staff has generated a surging revenue stream, with a growth averaging 28% per year during our 37 years of existence.”