I have been offered a belief which is quite intriguing to me. This belief is
currently being shaped and am not quite sure where it originally came from.
I believe that the relationship between individuals and the system in which
they operate ultimately determine the "effectiveness" of both. In essence it
is all in the relationship between people. How effectively do we communicate
and work together? Are differences explored in service of the whole? Do
teams have an effective means to explore the complex issues at hand?
>From this perspective, the individuals performance is influenced by the
relationships he or she holds. At the same time, the individual has the
capacity to influence the relationship. However, the ability to influence
the relationship is dependent upon the relationship. Sound circular? I
think that it is simply that complex!
So, for me, the question is not how do we measure each others performance,
but how do we measure the effectiveness of the relationship we have created?
Do we have the capacity to work on improving relationships with the same
zeal with which we seek to improve the "bottom line"?
Is it possible to measure relationships and determine if they are serving
both the individual and collective? When I view the issue of performance
from the light of this candle, new opportunities appear before me.
One additional thought on the shared vision fabric: For me, the term shared
visioning seems to be a more accurate term for the concept of creating common
purpose. The ing implies an ongoing process which continues beyond a
workshop or session around the question: What is it that we care most deeply
about creating for ourselves and the organization? I think of creating
shared vision as a never ending journey which always has room for the artists
interpretation and modification.
Your thoughts would be appreciated.
Have you ever walked through the forest and felt the compassionate power of
natures silent dance?
David Dobat
DDobat@aol.com