The assumption of the following statement is that we can change (and
should change) values. . . .
>>Does this mean that consultants and trainers - in general
>>- are analysing and solving the wrong problems? Why bother everybody with
>>'quick fix' seminars and trainings, knowing that you will not be able to
>>reach out , touch and change the underlying values? In other words: Why
>>keep on doing things off which we can know that they will not work?"
The assumption of the following statement is that values cannot change.
>I'm afraid that I've given up trying to change other people's or
>organizations values. I've never been successful at it. No-one has been
>successful trying to change mine either, for that matter.
>
>Perhaps it's just a tunnel at the end of which there is no cheese...
The process should be one of discovery rather than change. As
organizations rediscover their shared, core values, they are transformed.
Why? Because the shared values are seldom being "lived out" and almost
never being measured organizationally. And yet the values are what excite
people and motivate them most deeply.
So, if you are trying to change a culture, just have them revisit their
past and their values. (This method also works at disarming the change
resistors who are afraid the "new" organization will abandon what was
valuable in the "old" culture.)
Time and the marketplace will take care of organizations whose values do
not change with the culture of their customers.
Alex J. Muro
-- Registered ICC User check out http://www.usefulware.com/~jfoltz Training@www.quicklink.net (Alex J. Muro)Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>