J'CANS REBEL . TRINIS CRACK JOKES'
Francis Wade and his Trinidadian-born wife Dale love "tough, intense, unique, hard-to-solve, emotionally charged, corporate-culture-based problems". Their company, Framework Consulting, deals with "typically acute situations" in various Caribbean countries. The savvy consultants work with large corporations but their advice will help businesses of all sizes.
Francis, who returned to Jamaica in 2005 after 21 years abroad, is thoroughly fascinated by the complexities of the Jamaican workplace, which he thinks is not very far from the days of the plantation. He does not blame this "master-servant" relationship on either party. He believes that we unconsciously fall into these roles and recommends that to achieve transformation, leaders should "have the courage to show your imperfections and it will give you a better chance".
The Wolmer's graduate worked with AT&T's Bell Labs in the 80s and 90s when it was a huge entity of over 100,000 employees, but he much prefers his tougher and more exciting Caribbean assignments. "Being back here and dealing with various situations, you realise that even when Jamaicans quickly learn new behaviours abroad, things don't necessarily change at home," says Wade.
Francis Wade opines that the plantation syndrome translates into workers "giving very little and even practising sabotage". He says there is still the pressure of feeling that they are under the hand of the overseer, hence they view their tasks as "their work, not mine".
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Francis Wade and his Trinidadian-born wife Dale love "tough, intense, unique, hard-to-solve, emotionally charged, corporate-culture-based problems". Their company, Framework Consulting, deals with "typically acute situations" in various Caribbean countries. The savvy consultants work with large corporations but their advice will help businesses of all sizes.
Francis, who returned to Jamaica in 2005 after 21 years abroad, is thoroughly fascinated by the complexities of the Jamaican workplace, which he thinks is not very far from the days of the plantation. He does not blame this "master-servant" relationship on either party. He believes that we unconsciously fall into these roles and recommends that to achieve transformation, leaders should "have the courage to show your imperfections and it will give you a better chance".
The Wolmer's graduate worked with AT&T's Bell Labs in the 80s and 90s when it was a huge entity of over 100,000 employees, but he much prefers his tougher and more exciting Caribbean assignments. "Being back here and dealing with various situations, you realise that even when Jamaicans quickly learn new behaviours abroad, things don't necessarily change at home," says Wade.
Francis Wade opines that the plantation syndrome translates into workers "giving very little and even practising sabotage". He says there is still the pressure of feeling that they are under the hand of the overseer, hence they view their tasks as "their work, not mine".
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