LO a means or an end? LO6416

Dr. Scott J. Simmerman (74170.1061@compuserve.com)
04 Apr 96 12:34:31 EST

Lyle wrote, in part, in LO a means or an end? LO6389:
>Where you get 'shepherd and sheep' is in information-poor organizations,
>where the assumptions/facts underlying direction is doled out on a 'need
>to know' basis. 'Leaders' in this case often confuse executive power with
>actual understanding of the situation. No one person can understand the
>whole picture in detail - unless that person can also leap tall buildings
>in a single bound - and therefore, detailed central control only works in
>conditions of stability. Let a shepherd assume stability, and what
>happens?

It's been my experience that most organizations are generally
"information-poor" in that keeping in touch with what is going on in
reality is an impossible job. Leaders get isolated, and thus must rely on
The Numbers as indicators of trends and performance. And while leaders
might have <some> view of where they are going at the very top of the
organization, most quickly lose sight of the goals as things change and
thus have only a limited picture of reality.

I agree that no one individual can possibly understand the whole picture
in detail; this is one of those oxymorons. If you try to understand all
the detail, you lose the larger perspective. Thus, we need to share basic
visions and values, to continuously communicate results and ideas. We
must maintain a balance between working / getting tasks accomplished and
the creative thinking necessary to discover ideas for improvement and
innovation. Few things are static (is anything really static if we
consider particle physics and energy perspectives?).

The best leaders I've observed are focused, yet open for new ideas. They
are task focused, yet willing to step back and observe and listen.

Like most things, it's about balance. Our learning organizations need to
get things done efficiently and effectively while at the same time
continually discovering new ideas. We need to value others' opinions as
well as our own. Throw mud at the wire fence. Build the wall. Climb
over the wall and start the process again, this time engaging others to
assist. Share the successes and encourage failures that result in
learning. Continuous continuous improvement and learning. A positive
regard for others. And a sense of collaboration and teamwork.

Like many of you, I believe that the more I've learned, the more I don't
know.

"We cannot become what we want to be by remaining what we are."
Max DePree

-- 


Scott Simmerman
Performance Management Company, Taylors SC  USA  29687-6624
74170.1061@compuserve.com
 


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