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First, when I handed in my resignation it was to get out. I didn't even
want to return after the Christmas break....but I am an extremely
conscientious person and gave the 2 weeks. The reason they want me to
stay is because the place is in chaos. Mary is taking over all systems,
Carl is retiring and I know everything from A to Z about our system and
Gail, Jean and Karen know the process. I'm also one of the only 'old'
employees(group that carried over from the past director) who is computer
literate. My value is only temporary to them, my interests are of no
interest to them. If I was of any value, the promised new position etc.
would have appeared in September with the others who got them.
Personally, I'm physically exhausted, extremely unhappy, work more hours
than I should and have no feeling of making a valuable contribution. Nor
do I feel that anything I do is of value to me for a career or as a
person. I am on the verge of tears a lot of the time but am trapped by
some warped sense of obligation. or something like that.
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The above is a mix of perceptions and assumptions but all pure belief and
reaction to the workplace support given. This employee works with a group of
employees who share a similar dedication, including the director are of course
One fact is clear the individual is a bright, hard working, and capable
employee. Any of you would be happy to have this individual in your employ.
My question is: where do we go with this in terms of a learning-organization?
NOTE:
The Organization is using a modified Quality program, by that I mean they
are working on a process improvement system through integrated teams. The
department within which the employee works is Human Resources. The new
director does talk about supporting the process as do the rest of the
senior management. The new director is also bright and capable with a high
energy level and very willing to pursue changes. The director has
convinced the employee that things will change in the near future. But the
above note is the current mind set of the employee. The office setting
was new about a year ago and is being remodeled to accomodate new staff
and enchanced network connection.
I assure you this is all very real and can pose as a live case for the
mental models of LO. How do we break the mold?
If you have any questions for detail I will give you as much detail as
possible.
We don't have time to do it right! We have time to do it over!
Jim Campbell Email: Campbell@HG.ULeth.CA
Phone: (403) 329-2753 Fax: (403) 329-2685
Training & Development, Human Resources
University of Lethbridge
4401 University Dr., Lethbridge, Alberta, Canada T1K 3M4
ENTP ----------------- Easy to get to know, Hard to understand!!!