Rejoinder: Potential and Experience in the Skolny Organization
Within the GTIdeology, as a system — and it is a system; the Radical Ideas aren’t intended to, and don’t, stand in isolation of one another — we say that a Radical Organization (1st Idea) requires Radical Leadership (2nd Idea), which embraces Radical Deconstruction, the root of our 3rd Radical Idea that we discussed last night: Potential is more valuable than experience.
Why is deconstruction the root of potential? Because society, and its adherent business models following suit, are designed to, and historically have, quash the individual and her potential.
By quelling individualism and its potential, hierarchies become closed systems, in which potential can never be realized, only expended, producing the bitter, cynical, and “experienced” employees of Dilbert fodder.
That is not to be anti-experience qua experience, but note well that experience exists only in the past, while creation is an active and present process, realized in the future.
Experience knows what did (or did not) work in the past. It might understand how the world works today, but it cannot understand how the world will or should work in the future.
Therein lies the danger.
Properly understood, experience is the conduit through which potential flows. It understands present circumstances, both how they’ve come to be, their possible pitfalls and impediments, and how to avoid them.
Experience is a guide for action, not its constraint.
When experience views itself as more than that, when it values itself above potential, it becomes the wasteful and arrogant source of organizational entropy typical of hierarchies.
In a Radical Organization that arrogance is precluded by a constant emphasis on our own, individual potentials and correctly defining experience, not has having proven oneself, but the ongoing willingness to continually prove oneself.
The organization is simply the eclectic association of individuals striving after our own potentials and encouraging our friends to do the same.