Author: Manu Steens
In this contribution, I write my own opinion, not that of any organization.
Contents
Why support
An organizational structure , a decree or law, (a) (some) measure (s), … must be supported to succeed. To be supported, they must be recognized. (I have no criterion to say in which cases this model is all relevant, for that a study should be done of successful and failed business in hindsight.)
Four success factors
Recognition in itself, however, is based on four success factors:
- legitimacy,
- cohesion of the target group due to proximity with civilians / the employees of the organisation,
- effectiveness with purpose and perseverance,
- authority.
These four pillars are interdependent. If you remove one leg from the table, the other legs will come along and the table will fall. So you cannot actually view them as independent. For the sake of the further discussion, I do that here anyway.
One thing that seems to be clearly supported is the EU regulation of the GDPR. Something that does not seem to be supported is the Brexit . Let us therefore illustrate these two things with this idea.
Success factors of support applied to the GDPR.
- Legitimacy: The GDPR legislation was imposed by the EU and applies to all EU countries for implementation
- Cohesion of the target group through proximity : The EU countries are interdependent because they are related to the EU, but also because they have free movement of people, which implicates that they can enjoy similar legislation despite traveling in the EU. At the same time, the EU is for the most part a coherent whole, as a result of which the countries are coherent in terms of supporting the legislation. Proximity is perhaps best illustrated by the fact that EU citizens have recognized the legislation as something that concerns them very much. It belonged very quickly to the
- Effectiveness: A true barnum advertising has been conducted for the GDPR, pointing out that this legislation applies to the citizen. This was so effective that the people of the EU and the organizations are aware of their rights. And in the very short term jobs have been created: eg. lawyers specializing in GDPR but also DPOs, courses, …
- Authority: There is also a place in the legislation itself for punitive measures in case of non-application of the law by the organizations in the EU. Also, auditing capabilities were provided. Partly as a result of the possible effect of the hammer, many organizations applied the law, and there was a great sense of “doing something about it”.
Conclusion:
Due to the barnum advertising, this legislation was strongly founded on these four success factors, so that it could actually only succeed.
Success factors of support applied to the Brexit.
- Legitimacy: It came about through an unclear referendum with a majority “behind the comma”. There is total division within and across the political parties and within the people. The British Prime Minister was therefore completely in a gap of uncertainty. None of the proposals from the EU or the British themselves was accepted by a clear majority.
- Cohesion: The British are divided. The votes for and against are neatly divided and without clear coherence. Many people, together with their politics, attach great importance to their sovereignty. Others opt for the possibilities that a cohesive Europe together with the British could mean. The connection is lost. The division is down to the granular level of the population.
- Effectiveness: Due to a great deal of uncertainty, all proposals about the Brexit in a reasonable manner were As a result, it is regularly postponed. As a result of that, it is unclear how, if and when the Brexit will be a fact.
- Authority : The Brexit could turn out differently from day to day in a new referendum. There is also a difference of opinion between, for example, the Scots and the rest of the British. In addition, the British regularly state the historic words of Churchill that “GB is with the EU but not of the EU”.
Conclusion:
The Brexit cannot be called a big success .