This is another jargon portmanteau phrase. Open it and out flies a whole lexicon of management babble. This is about an interface between traditional management models which facilitates empowerment by engendering a core change in ethical self-esteem, thus raising the essential anima of team members to serve the higher truth embedded in the ethos of the organisational mission.
You think I’m making this up? Look at the websites. People get paid lots of money to come up with this nonsense, and other people get paid lots of money to tell us we have to put it into practice. If you turn all this tosh into English, it comes out as meaning that you lead best, not by inspiring your underlings to do what you say, but by turning them into better people.
They will then understand that doing what you say is the only right thing to do.
It begins to sound very sinister indeed. Nobody could argue that raising moral awareness is a good thing; most of the world’s religions have been banging away at it for centuries. But the idea that this is to be done for the good of the company - sorry, school - shows a rather warped sense of values.
To learn to do it we need to go on a course. This will presumably be tutored by people who have themselves been transformed by their leader.
What were they like before, we will wonder. Were they a bunch of moral degenerates like us, brought to enlightenment and now spreading their message to the world? And will it make any difference to teaching 4B in St Jude’s School for the Technically Sane on a wet Thursday afternoon?
