[O]nce people recognize that focusing everyone's attention on firm value may not be the best way to generate firm value, they then tend to conclude that it is management's task to set up correct local goals to align local actions with systemwide performance. I am dubious of this conclusion. It presupposes an almost god‐like level of understanding of the system as a whole that does not match my experience of managers, even highly competent ones. It also results in the imposition of goals from outside a work community on the members of that community. … In short, I see no substitute for the messy, ongo‐ing process of everyone working together to make sense of the dynamic, nonlinear, highly interdependent realities in which work gets done.
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