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Don’t you worry about the procedure, because we have no appetite for ghiudén!

August 18, 2011

This is a well-known line within a re-enactment in which the character who was playing the respective part reminded the prosecutor that in the real case, besides mastika (a variety of alcoholic drink), it was ghiudén (kind of dry mutton/beef sausage) on the table as well (‘Telegrame’ movie, adapting the similar I.L.Caragiale’s story). The prosecutor who had initiated the re-enactment of the conflict occurred in a pub, insisted on the compliance with the procedure in the sense of strictly reproducing the respective incident, as well as of the circumstances under which it had taken place. „Give him one more mastika!”, said the prosecutor. „But there was ghiudén as well” replied the one playing the character involved in that incident. “Don’t you worry about the procedure; we have no appetite to eat ghiudén” said the prosecutor irritated.  This line reflects a similar typical behaviour which sometimes occurs when implementing a quality management system into an organisation, institution or company: the procedures are not observed, although they are elaborated in the smallest details and extended by all kinds of accreditations, conformity analyses, audits etc.

It’s not a surprise that often it is said that badges before 1990 have been replaced later on by different kinds of attestations, accreditations, certifications etc. Consequently, there were appeared various organisations and institutions dealing with such matters, some of them being created by destroying the assets of the other companies involved in the effective material production, scientific research or material logistic flows. These types of activities and organisations, otherwise very necessary, have been proliferated to an exaggerated extent so the question remains, who is really auditing them. There have been absurd situations when, for example, a no name company used to analyze a research institute, packed with researchers and doctors,  in order to decide if it can be attested and accredited for its right to perform scientific research (sic!)

In an optimistic note, we can find an explanation for the non-compliance with those procedures, but this of course does not excuse the imposture and unreliability of the others. Such an explanation could arise from the human nature itself, from its creative nature and its style of working. There are people capable of planned creativity, of achieving an activity divided into sequences, phases and working stages, following a certain program or a planned algorithm. Nevertheless there are also ‘on-the-spot’ creative people, able of an ad-hoc reaction, having geniality sparks through which they can find unexpected and sometimes non-conformist solutions. A rigorous system of quality management is adequate to the first category and it is difficult to be implemented for the second category of people. Such situations, mutatis mutandis, could be found out at the level of countries on the continent, at regional level, between local communities and individuals.

So we have a fractal of behaviour, namely a self-similar pattern on different aggregation levels of the socio-economic communities. What we have to do is to conceive, design and implement the quality management system which should be adequate to the organisational psychology of each entity. Thus, we are referring to flexible and personalized systems.

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