In LO8161, Michael McMaster picks up on the thread and says,
> I missed the point that Gary picks up from Rol. "People judge us by our
> actions."
> They may judge us how they like BUT who said that the judgement of others
> was the point of a values conversation?
I am reminded of an old quote that always seems to ring true --
"We judge ourselves by our intentions; We judge others by their behavior."
For me, it is my behavior that works to have others make judgements of my
intentions. But it is difficult to be objective and analytical about
one's own behavior because of the internal context that we add to it.
If your physical senses are working normally, you can (Reader's Digest):
* Feel on your fingertips a pressure that depresses your skin
.00004 inch
* See a candle from 28 miles away.
* Taste .04 ounce of tabe salt dissolved in 530 quarts of water
* Feel the weight of a bee's wing falling on your cheek from less than
than half an inch away
* Distinguish among more than 300.000 different colors
* Gauge the direction of a sound's origiin based on a .00003-second
difference in its arival from one ear to another
If we've got these physical capabilities, what happens to our perceptions
about behavior?
Isn't it interesting that we are always judging "them" about their
commitment to things (while they are judging us about ours). Methinks one
key is good communications. Another is the shared values we've been
talking about.
Seems like many managers believe executives have learned the value of
managing in the manner of Sam Goldwyn, who once said:
"Don't pay any attention to the critics -- don't even ignore them."
"Nothing made sense and neither did everything else," said Joseph Heller
in the book, "Catch 22."
Hope that these clear everything up!
For the Fun of It!
--Scott Simmerman Performance Management Company, 3 Old Oak Drive, Taylors SC USA 29687-6624 74170.1061@compuserve.com
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>