>I DO agree with you and your assumptions. I also have seen these at work
>and believe that, as you point out, some resistors need to be "pruned" for
>the good of the whole organization. What is difficult to do is to do so
>without damaging the rest of the organization, especially one going
>through traumatic change.
It has been my experience (over 10 years) that clear core missions almost
*automatically* "prune" people who aren't aligned.
When I work with an organization that gets to their core mission, it isn't
uncommon for 10%...even some of those who actively took part in
discovering the mission...to leave the organization fairly quickly. They
go of their own volition. They go with the support of the organization.
Bosses are willing to give them strong, honest recommendations.
*Everyone* is better off than they were before the mission was clarified.
A typical "departing speech" includes a phrase like, "I'm *really* glad we
discovered this mission. I think it's *perfect* for this organization. And
I'm very clear it's not the mission *I* want to fulfill. I'm delighted and
relieved to have discovered that now, and not struggled for the next xx
years wondering why I wasn't feeling aligned and successful."
Don't be afraid to use the mission this rigorously. The results are
rarely as traumatic as we fear.
Cheers,
Dick
Dick Barnett -- Management Consulting, Speaking, Seminars
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Barnett & Kutz, Inc., Beaverton, OR -- barnett@teleport.com
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