Keith Cowan wrote -
> Rol raises the issue of individuals approaching their work in their own
> way. He also illustrates that his way of managing is likely different than
> other managers in his organization.
>
> I believe this is the root of executives' difficulties with adopting a LO
> style. They have few ways of measuring whether their actions are having
> any real effect. If nine managers in Rol's company try to encourage the
> individual initiative like Rol did, there would likely be 9 ways this is
> attempted with 9 different outcomes. Because the managers have their own
> individual styles, the interaction will produce different results. Add to
> that the employees' individual styles and you have an exploding number of
> outcomes: 9 managers each with 9 employees will result in 81 "flavours".
Our experience with a specific tool set (which achieve what Rol does)
indicates that the matter of different outcomes can be averted. In
other words, significant variations will not occur and will not
change a good outcome into a bad one. I admit that these tools must
be taught to all bosses and that a consistent attempt to enforce
their use is necessary, but that is no different than any management
effort such as TQM or BPR. The tools to which I refer have never been
rejected as offensive by any boss and are independent of personality,
position or level of experience.
Just to say that a very healthy and nuturing environment can be
achieved company wide with the right knowledge and a will to do so.
Regards, Joan
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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/>