> Bob: My opinion is that the fact that the senior leadership group is not
> a learning organization is a critical issue, and addressing and resolving
> it would be a high leverage point for improving this organization. I
> would strongly encourage you to use the limited resources on this issue:
> my experience is that when groups can surface the undiscussables and talk
> about them, enormous creative energies get unleashed. Incidentally,
> congratulations on raising the whole point with them. It sounds like the
> fact that they don't talk openly or honestly with each other was, in
> itself, an undiscussable.
>
> Scott Caldwell
> 206-326-2102
> scaldwell@accgw.ghc.org
Thanks Scott for you comments. You have got the heart of my dilemma; do I
focus openly and specifically on their "undiscussible" problem (when it
was not my brief, nor their expection to switch on my management
consultant mode), or do I carry on with the evaluation and strategy and
kind of twist it around. My fear about the latter is that all I am doing
is modelling the kind of problem which bedevils the organisation. What I
have almost decided to do is to bring forward my interviews with the
governing body members and check out the facts. At the moment it is
mainly my impression and the vocal frustration of a proportion of its
management and governors. Once I have done that (probably early in the
New Year) I will be able to assess the situation more fully. Any comments
on that strategy ? Any thoughts how I might go about processing it
further ?
Cheers
-- BOB WILLIAMS bobwill@actrix.gen.nz"ONLY CONNECT" E M Forster