Sherry Gould's comments reminded me of the internal skepticism by some in
the Air Force as we were trying to implement "TQM." Those threatened by
concepts such as "empowerment" and "consensus decision making" challenged
how one would make decisions in time of war. "What are we going to do,
form a process action (improvement) team (PAT/PIT) to decide how to defeat
the enemy?" Since I always considered war to be the exception to every
rule, Sherry's words are similar to the point I'd try to get across.
>In a crises situation any one in a management position [using confident
>assertiveness] can spell out
>required actions and expect total cooperation because we have earned the
>confidence of our workers and the residents. I enjoy not having the
>resistance of intimidated, resentful workers and residents when I face a
>threatening situation!
>How could these principles not be beneficial in a profit based, product
>driven system, as well?
Or an outstanding military organization?
P.S. Any one actually involved in the deliberate planning of a conflict
would know the communications skills on a PAT are the same skills needed
to effectively plan a joint operation. I always viewed PATs as our
"microworlds" for practicing the important skills.
Ciao'
Ginger Shafer
The Leadership Dimension
"Bringing Leadership to Life"
vshafer@azstarnet.com
--vshafer@AZStarNet.com (Virginia I. Shafer)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>