In LO7883 John Woods writes:
>
>The point is that when we encounter such behavior, we need to look beyond
>the individual. We need to look at the system and the culture of the
>company. Such behavior is often or usually symptomatic of problems that
>extend beyond the individual. Only when these people come to appreciate
>through experience that resisting change no longer makes sense, that the
>culture has really changed, which means that top management must walk the
>talk without deviation until such culture is well-entrenched. Indeed we
>may come to understand that change is the nature of things, and the only
>issue is whether it will push us around or whether we will participate and
>shape its direction.
>
This is a very interesting paradox. I agree that the issue is symptomatic
and system related. We can not or should not attempt to change people. But
we must at least create an environment where people can be receptive to
change or, how are we going to change the culture? How will the
organization reach a state where "the culture has really changed?"
Chris Michel
NCR Corporation
1529 Brown Street, EMD-5
Dayton OH 45479
chris.michel@daytonoh.ncr.com
--"Michel, Christopher J" <michec@uh2297p01.daytonoh.ncr.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>