Already described it, in detail. I've made change happen in large organizations, far larger than the Org, so I have a little bit of experience with this. The steps, assuming you want it laid out.
- Establish problem
- Establish scope of problem
- Try to determine who has a stake in keeping problem around (there's always somebody who benefits from dysfunction)
- Avoid those people as you work through this
- Determine chain of command/responsibility
- Who can I go to who is (a) as high as possible on the food chain and (b) will listen to me?
- Determine proposed solution to problem (this is the crucial bit)
- Start selling local stakeholders on the solution / build coalition
- Avoid people who have a vested interest in keeping dysfunction around while building coalition
- Approach the highest person on food chain in the following manner: (a) We have a small problem that does not in any way reflect on you or anybody you care about, (b) here is an easy-to-implement solution that already has a consensus, (c) by implementing this solution you will look like a smart guy, hep cat and savior of the company.
And as you can imagine, that course of action gets things done.
And I am astonished that you did not report the post or express your concerns until this thread, where you are leaning on it like an aging one-hit rock band that has a single crowd-pleasing song which needs to be played with an extended instrumental and audience singalong. You think this is entirely about Louis and his mistake; I think that's a dodge at best. Indeed, the fact that you are only able to cite a single example of questionable mod behavior points to the barrenness of your argument. If you were on a board where the mods were running wild (and I've been on a few) you would have hundreds of examples you could reference. You wouldn't be able to swing a dead cat without hitting a mod abusing his or her powers. But what's your ace in the hole? A non-native English speaker misusing a word for ciggies and gay folks. Weak.
Ah, so not only is there an in crowd and an out crowd, there's also a pervasive climate of fear. The Org is a rather wretched place, when looked at from your perspective; kind of like North Korea, but with less starvation.
MM-hmmmm. Do tell. I do not perceive the inherent value in all of the fuss you have kicked up. From an organizational change perspective, your actions have been ill-conceived, ill-timed and ill-spent. If your goal is to change something, then you have gone about it completely backwards, less like a strategist working on large-scale change and more like an angry kid in a retail store. So from the perspective of (a) something is wrong and (b) I want to fix it, I just don't see how your actions line up.
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