System Cannot Understand Itself LO6075

Dr. Scott J. Simmerman (
09 Mar 96 13:56:14 EST

Replying to LO6044 --

John N. Warfield wrote:

>Scott, I hope you will consider your problem to be dissolved. The
>key to it is to stop believing that the model of objectivity versus
>subjectivity gives us a real advantage in improving systems. On the
>contrary, that model is one of the fundamental obstacles in the way
>of improving systems.

and suggested three books I should read. My dilemma is that there are
already a stack of books, "purchased, not read" and I can't seem to
get there from here despite good intentions.

My apologies if I have missed and thus misconstrued a long previous
dialog in this wonderful forum; I am only a recent visitor.

But no, John, I don't really believe that reading these books will
"dissolve" my thoughts because they are based on a lifetime of
observation and consideration -- I may have erred in stating, "the
model of objectivity" and have it linked to The Model of Objectivity
(should this exist, apparently it does). But I believe that we all
get so associated (aka "close to the wagon") that we have difficulty
perceiving the obvious.

Over the past month, I have attempted to share a fairly complicated
set of personal beliefs about human potential and organizational
growth and development through the use of a simple metaphor - the
wagon. And from these extensive (and I hope enlightening, readable
and entertaining (?)) postings, we seem to have taken one phrase and
now attempt to "dissolve" all of my thinking.

I mean no personal attack and none taken. But in the spirit of good
dialog and the open consideration of ideas, might we all expound on
the issue of how subjectivity of experience ("On the contrary, that
model is one of the fundamental obstacles in the way of improving
systems. - your quote) is better than "stepping back and seeing that
there are round wheels already in the wagon?"

Simply put, I believe that the exemplary performers are using round
wheels in a Square Wheel World; I believe that they know how things
really work and have invented / stolen / modeled Best Practices and
actually operate more efficiently and effectively. My experience
finds some individuals doing 400% of average in whatever measures we
investigate -- I'll warrant that they are NOT 400% smarter but are
doing things differently (round wheels) than the others (Square
Wheels). Thus, the majority of the organization goes along, Thump

Thus, I believe that if the *organization* would only stop doing what
it has always done, step back from the wagon and _objectively_ view
the situation for what is happening, then the organization and its
people might discover more effective ways of doing things. This is my
context and construct for "objectivity" and, no, it would be hard for
me to consider this completely wrong and wrongheaded at this time.

"Wheels" in your court, and I hope for an interesting and constructive
dialog. Jump in, anyone, please!

For the Fun of It!


Scott Simmerman Performance Management Company, Taylors SC 29687-6624

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