Today, in a speech to the Australian-American leadership dialogue in Sydney, Dick Cheney spoke in glowing terms of Australian military support in Iraq and the strong alliance that AU and the US have formed through the commitment to the war on terror. Vice President Cheney highlighted the respect that the world has for our PM for not withdrawing from Iraq before the job is done.
“He stuck to those words one day later and he has stuck to them every day since. Prime Minister Howard and the nation that he serves have never wavered in the war on terror. The United States appreciates it and the whole world respects him for it.” -Dick Cheney.
In every classroom, workplace, and family, in every city around this country, people are practicing and valuing being flexible.
In the workplace or government, when a new policy is decided, there is a pilot project (or two) which has at its core a review mechanism. This acts as a feedback loop for customers, staff, management, stakeholders and funding bodies to have input into the way that policy impacts on the way that business is done. It provides new information, highlights unintended consequences and serves to alter the policy so that it does what it is supposed to do. It is not a deficit model, it is a celebration of fluid and dynamic decision making. In healthy organisations this feedback loop is continuous and fluidity is valued.
What do we then have to celebrate in our respected by the world PM who has stated that no new information will be considered in deciding Australia’s commitment to the ‘war on terror-ism’? Sadly, we have very little to celebrate in our PM’s decision-making behaviour. It is very clear that our PM has reached his potential capacity.
It is not a strength of character to be inflexible and rigid when new information enters into a system. The new information can be minimal or profound. The point is that a system must be flexible enough to consider all new information for it to remain dynamic, and therefore valid.
Image from here