Chapter IV: Going Impact – Addressing the Chaos
In “Going Impact,” Oliveri examines the necessity for decisive action in the face of institutional chaos, a condition that standard procedures often cannot manage. This chapter delves into how certain extreme measures come into play as crises escalate, forcing leadership to react swiftly and powerfully. These intense strategies, which Oliveri describes as “going impact,” are designed to make a quick and significant change, halting further disorder. By initiating drastic actions, organizations attempt to regain control in environments where clarity and stability are often overshadowed by unpredictability.
The author emphasizes the gravity of these decisions, which typically carry high risks yet promise substantial rewards. With each “impact” measure, Oliveri shows the balancing act of weighing immediate benefits against potential long-term consequences. This chapter also critiques the reactive nature of such interventions, questioning whether “going impact” is truly sustainable or simply a temporary fix that defers the chaos rather than resolving it.
Further, the chapter details examples where these measures have led to unforeseen challenges, including heightened opposition, additional chaos, or public backlash. Through these insights, Oliveri presents readers with the sobering reality of institutional crises: sometimes, the very tools designed to enforce order may generate their own set of complications, challenging the efficacy of these emergency interventions.