On Wed, 8 May 1996 12:09 Dave Birren wrote -
> Ben goes on to paint what I can only describe as a somewhat jaded view of
> people's limitations. A few snips, with brief commentary:
>
> >... most of the people I have worked with in my career simply don't care about
> >being committed nor do they care about effectively working together to create
> >something meaningful.
>
> I used to feel this way, but I've learned that a lot of apathy has to do
> with systems that grind people down. I've seen many situations where the
> yoke of control is removed; people lift their heads and engage the
> situation with earnest and honest dedication (and I work in government, no
> less!). Many remain cynical, it's true, but the learning for me has been
> that most folks really want to play a meaningful role. Mostly they're
> held back by systemically disempowering cultures.
>
> >I'll even take it a step further: Most people simply don't have a purpose (or
> >vision), and therefore are totally unaware of what it means (much less how) to
> >become committed to a shared purpose.
>
> I would agree with the idea that many people are unaware of their
> motivations and lack a coherent vision. This partial blindness is a
> limitation, not a disability. It's amazing what can happen when people
> realize that they have the ability to shape their own future. The vision
> "bulbs" start coming on and the organization is never the same again
> (hooray!).
>
> >This is frustrating for those few people who do have such capacities (or at
> >least desire to have such capacities). Frankly, I don't know what can be done
> >about it . . .
>
> The first rule, for me, is compassion. People do the best they can with
> what they have, within the possibilities and limitations of the present
> circumstances. Those "few people who do have such capacities" are
> different only because they've learned something. It's up to them to
> teach, to model, to live this knowledge so that others can also learn.
APPLAUSE, APPLAUSE for Dave's view. Our experience is that bosses shut
down both the motivations and the commitment of their people through
autocratic leadership. Our experience shows that any boss, regardless of
personality, position or experience can turn almost everyone into highly
motivated, committed team players IF they have the right knowledge of the
specific actions required. This means that Dave is right - every person
has the capability to be highly committed and, by the way, wants to be
committed.
I must add that the boss did not start the process of shutting down a
individual's motivations and commitment. That was effectively done by a
combination of autocratic, "do it my way or else", parents, peers,
teachers, churches, media and government before the person reached the
workplace. Bosses can easily turn around all this learning by using the
right tools, only because they have the person for so many hours of each
day. The turn around occurs within weeks for a new employee joining a
company which has been using these tools or actions on a continuous basis.
If a company attempts to change to these actions from those which squash
commitment, the change will be solid in less than two years although one
cannot stop using these actions ever unless they want to revert to the old
"turned off" condition.
Dave, we need more people who have faith in people. Treat them like gold
and they become gold.
Regards, Joan
-------------------------------------------------------------------------------
Joan Pomo The Finest Tools for Managing People
Simonton Associates Based on the book
jpomo@gate.net "How to Unleash the Power of People"
--"jpomo@gate.net" <jpomo@gate.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>