abort or engage

generally, management of many is the same as management of few; it is only a matter of organization, based according to sun tzu.  and in any organization, competitive advantage can make a real difference between success and failure.  it is a challenge by the need to be always in top shape and continue its dominance over a long period, and if possible, for as long as the organization exists.  an organization can also be similar in a family setting which enables the couples plan ahead to support and continue a founded relationship in its fullest growth potential.

the success on its being depends on the leadership capabilities of a manager to a firm; vis-à-vis the supporting role of the father as head to his family.  both aim to achieve a conceivable direction necessary to drive the objective forward and keep moving; and, both faces defeat when the means changed from time to time caused by its internal difficulties.

in order to further explain, we can illustrate at this point a popular game jenga tower as our model.  now, let us stand both the manager and the head of the family as our players who cautiously place each piece at a time, sense to which side of the structure must be in need of additional support, and finally assess the results or impacts of the entire design.  to our players, it’s not just building a structural game—they plan to lead a stronger-than-average to powerful level, well-known reputation, and employs proven approach with their members involved.  how neat to appreciate tireless efforts of these people in charge on our welfare.  with their dedicated leadership, no obstructions will arise; except one of the painful threats of all is having a false flag on board.

fundamentally, the strategic concern of a leader in an industry and head of a family is how to sustain and maintain its position.  however, even if how careful they deliberate the obligation, chances of failure sometimes do occur not by whose authority controlling it but by those who defies it; and, no matter how conscientious they add pieces of block to a structure to fortify its footing, their members often test its credibility which causes the capital formation of its foundation recede to rubble.

trying to repair the damage, the management offers a new means to set the time in motion:  reengineering and continuous improvement.  we define reengineering by means of abandoning the old way of doing things and starting over.  it involves going back to the beginning and inventing a better way of doing work.  though it may lost its process focus it became synonymous with layoffs.  while continuous improvement, on the other hand, improves quality continuously through incremental steps.

this method may also be applicable to a disintegrating family—a family dispute which can be difficult and emotional.  when relationships change, it can be hard for family members to handle things on their own other than can still be salvage with solution.  what if none of the aforementioned diagnostic tool can deliver converged expectations and this uncompromising situation still persists?