At 12:08 8/13/96 -0400, you wrote:
This response is to Robert Bacal and Christian Giroux on "raising the
undiscussables:"
>Robert Bacal points out in his response L09054, that he has worked in many
governments of the past ten years and has had very positive experience.
I wanted to clarify that I did not refer specifically to government, but
in general to organizations. I have found government to be a very
creative environment, albeit sometimes slow-moving (I am refering to local
government). From discussions with corporate partners in the community, I
am not so sure ORGANIZATIONALLY, when looking at behavior, there is as
great a distinction between government and the corporate sector as some
would like to point out. Hence I used the word "organization" versus
government.
To Christian who says:
>We've made an unsuccessful attempt in our
>company to start discussing the undiscussables at the middle management
>level. Several reasons for the failure...
Every organization I have worked in I have ultimately become the change
agent. I must admit that I have very reluctantly accepted the role. I
was always going to "behave" myself. It was only when I came into a
senior management position in a larger city that I really started to value
my ability to be a change agent. I think this is primarily due to being
able to connect with some of the same values in middle management (I came
from there of course) and to actually see changes, just in people's
attitudes alone, which is really the starting point. I really try hard to
stay motivated to constantly learn and constantly question. What I have
found is that SOME of my counterparts in senior management think I am
crazy and continually tell me that something can't be done. Those are
fighting words. This list helps me stay energized and affirms that I am on
the right track.
--Debbie Broome <debbieb@linux.plano.gov>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>