Will Sr. Managers Change? LO7150

Virginia I. Shafer (vshafer@AZStarNet.com)
Thu, 2 May 1996 23:53:43 -0700 (MST)

Replying to LO7099 --

David Reed shares:

> And yet, their performance measures and reward systems have not changed.
> They see change is needed and they are trying to respond. But, they aren't
> being rewarded for doing what is necessary to change. Their superiors are
> measuring them on returns, costs, results; not happy organizations. Learning
> is good, but do it off-hours! (I know, this infuriates me too) I suggested
> to one individual that they allocate one full day a week to team learning.
> This way, they can develop the necessary shared mental models and systems
> view to learn what they need to accomplish. But how do they allocate 20% of
> their team's time to something that is in direct competition to performance
> measures? They know its the right thing to do, but in light of their goals,
> they can't "afford it.

> The system is broke. I know it, you know it, they know it. Now, how do we
> fix it?

I believe the leverage point is in the perfromance measures and reward
system which, as you mentioned, has not changed. To me, that was/is what
the TOTAL in TQM stood for--look at the organization's underlying
assumptions (observable as performance measurement) and see what behavior
is elicited as a result. As Ely Goldratt wrote in _The Haystack
Syndrome_: Tell me how you'll measure me and I'll tell you how I'll
behave. If you measure me in an illogical way, don't complain about
illogical behavior."


Ginger Shafer The Leadership Dimension "Bringing Leadership to Life" vshafer@azstarnet.com

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>