Organizational literature (Crowley & Head, 2017 Rittel & Webber, 1973) refers to those multi-dimensional issues as “wicked problems”, a class of ill-formulated social-system problems characterized by ambiguous information, multiple clients and decision makers with conflicting preferences, and thoroughly confusing ramifications for and within the whole system.ĬOVID-19 took VUCA (volatile-uncertain-complex-ambiguous) world (Bennett & Lemoine, 2014) from a buzzword to the next level. And what are the organizational and leadership implications of COVID-19. Many of us wonder what are the interdependencies, loops and complexities among those dimension both in short and long-term. ![]() It is less evident and therefore largely underspecified, what pandemic brought in terms psychological, technological, sociological, and environmental considerations. This is exactly where the emphasis has been so far. Its medical aspects are immediate and so seem to be economic costs. The myth of Heracles and Hydra (Ruck, 2016) is an indicative allegory of our dealings with COVID-19 situation.ĬOVID-19 is a crisis in multidimensional space that has thus far largely been treated with unidimensional measures. The turning point was the moment when Heracles was given a golden sword by Athena and helped by Iolaeus who cauterized each neck as Heracles beheaded it. Each time he chopped one head off two new would grow instead. ![]() Despite the fierce combat, the struggle seemed to be hopeless. When finally arriving to Hydra, Heracles started shooting flaming arrows into her lair to tease her out and the fight began. Upon reaching the swamp near Lake Lerna, Heracles covered his mouth and nose with a cloth to protect himself. During his second feat (Britannica, 1911), he faced a multi-headed monster Lernaean Hydra, a guardian of the Underworld, with poisonous breath, deadly scent and nasty capacity to regenerate. As a part of his penance, Greek hero Heracles was sent to perform a series of twelve difficult labours (Hesiod, 1914).
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