The seed of the vision sprouted in the third-quarter of the 20th-century.
It grew rapidly with the realization that reality does not function at all like the "textbook theory," especially in the corporate world.
Many fundamental principles are neither widely understood nor routinely practiced.
As time went on, it became obvious that "common sense" is just not so common any more.
One of the frequent observations has been that organizations tend to be inherently unstable.
There are so many Fully Predictable ResultsTM - and undesirable results at that.
Start pointing the finger,
find someone to blame.
Punish the scapegoat,
then business the same.
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The vision is - that things do not have to be the way they are.
The vision is
- optimistic as to what is possible,
- while pessimistic of the status quo.
The vision is
- the application of general engineering principles and the principles of design,
- to the structures, infratracture, systems, and processes of management organizations.
This is not to be confused with "Engineering Management," in which "management principles" are applied to engineering projects and to engineering organizations, i.e., an attempt to control organizations of engineers.
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