Shift to seeing systems LO5812

Andrew Moreno (
Fri, 23 Feb 1996 00:06:20 -0800 (PST)

Replying to LO5758 --

On Tue, 20 Feb 1996, John Conover wrote:

> Again, whether this is true, or not, depends on who is
> telling the story, but for more details see, "Fractals, Chaos, Power
> Laws," Manfred Schroeder, W. H. Freeman and Company, New York, New York,
> W. H. Freeman and Company, 1991, or "Chaos and Order in the Capital
> Markets," Edgar E. Peters, John Wiley & Sons, New York, New York, 1991.

Thank you for an enlightening post. It's like having x-ray vision into the
inner workings of "the system". :) I'll find these books.....

> But this may have advantages: the way you sell a CEO on a new concept,
> (your management concept, development concept, etc.,) is to put it in
> terms of increasing share holder's equity. Works every time ...

That's the stated selling point, but is that the unstated model in
operation? Do learning-org practitioners have to make a choice between
developing share holder equity or developing company employee's (the CEO
included)? Wouldn't it be great if things could be made win-win so that
the shareholder's (institutional investors - banks, pension funds, etc.)
AND the company employee's got more out of their respective agreements
than they expected?

Maybe this is wishful thinking.....

Andrew Moreno


Andrew Moreno <>

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