Guides and Rules of the Road 125tions were bad and individuals had no chance when they
complained and no bargaining power. The unions did not
trust the management and vice versa, their roots were in eco-
nomic and class conflict. The trade union rule book was
drawn up to curb the power of the bosses. It laid down in
great detail what was permitted and what was not because
trade unions members thought (often with good reason)
that management would take advantage of any slack or am-
biguity. Years passed, business changed, and unions and
management formed more of a partnership, but the Roman
law of the union rule book was never updated. Conse-
quently, when unions worked to rule, they worked to a
labyrinthine Roman law that laid down exactly how things
were to be done (or how things used to be done, but were
not any more because those methods were too antiquated).
Existing practice was governed by common law, new tech-
nology, increased trust, shifts in power and new government
legislation. It was task based, not rule based. So, working to
rule nearly always put a stranglehold on an industry.
Applying the Law
The boundaries you set yourself or others set for you define
the space you have for innovation and action. Roman law
and common law govern how boundaries are set.
In your work:
Which predominates, Roman or common law?
Does your organization have many rules that lay down only
what you can do (Roman law) or does it have rules that say
what you cannot do (common law)?
Are the rules open to feedback and do they change as the
company changes?
Are there unrealistic rules that have given rise to informal
working practices?
How easy is it to get new ideas considered?
Do you have the experience of constantly bumping against
the boundaries of what is permissible?
Is there an organizational rulebook?