Abstract
This paper draws attention to two aspects of change; first, the rate of social change is a source of concern, to this is added that both the configuration of changes and the values dimension, add to those concerns. Change makes it hard to keep up, and is the generator of much stress. We need to apprehend that such a point applies strongly to all enterprises, in particular to governance issues. This article holds that the rate of change is compounded by a constantly changing configuration. To ameliorate those concerns it is held that there needs to be both an expression of agreed basic principles, and recognition that values are one of the most vital parts of that selection. In this the debate and explication of guiding principles, particularly in governance, that is crucial. The main point here is to again emphasise the complexity that results not only from the rate of change but also the configuration and moral values that it constantly tests. It is only by direct consideration that concern over such issues be reduced. It is also held that an explication of basic principles is a significant aid to coping with the source of such stress.
Highlights
This work addresses the issue of social changes in the third millennium
It stemmed from a consideration of the notion of social change, and has particular application to business
That thesis was that it was not that change takes place but, rather, that the rate of change is the source of concern. This argument applies with some force to corporate governance
Summary
Engaging our concern, and showing the structural tensions inherent in such changes. The issue of the rate of change is addressed, and the point made that both the rate of change and the complications of principles and values complicate that analysis yet further. The development of moral concern for the environment, the change from political dominion to corporate multinationals, and the use of limited liability are all examples of relatively recent developments. To resolve such issues it is important that we develop guiding principles, based on up-to-date knowledge. We might compare the metaphors of the Ark and The Tower of Babel, recognising what is superfluous (and bound to lead to wreckage), and what to preserve Such criteria help us to understand how we can simplify complexity, not to avoid mistakes but, rather, to avoid perishing. As a result we may recognise the essential principles to be followed in order to choose
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