Speed. Change. Time. LO10257

Rol Fessenden (76234.3636@CompuServe.COM)
30 Sep 96 00:52:52 EDT

Replying to LO10233 --

Ben --

Your friend said:

"Ben, your constantly challenging traditional business wisdom; you always
want to examine assumptions, and point out blind spots; your so esoteric
and eccentric that nobody knows how to relate to you. Dumb it down a bit,
and things will work out."

In other words, stop thinking and act like everyone else and things will
be OK. . .they may have a point about relatability and eccentricity, but
that's where it stops. . .

I personally don't think he said it very well, but there is a point to his
thoughts. You are too far ahead of the people you are working with. As a
consequence, you are pushing them on too many fronts, and they simply
can't handle it. They respond by putting the blame on you, rather than
acknowledging that they _need_ some stability and some areas that they
will not question.

When they put the blame on you, they begin to question your value
(perhaps) and then you actually become less valuable because they weigh
everything you say before they accept it. Skepticism creeps in at the
front of their thoughts.

It is never too late to try another tack to see if it is more effective,
and you might try taking his advice. Pick a _few_ areas that seem to
offer the most opportunity to force some thoughtful re-valuation. If you
can get them to actually learn something, then they will admire and
respect you. It will build your credibility and make you a more effective
change agent in the future.

I hope I'm not jumping in where I am not wanted, but if so, I apologize
for intruding. I heard in your words some feelings I have had myself, and
I hoped by sharing my own experiences, I could save you some time in
learning that I had to go through.



Rol Fessenden <76234.3636@CompuServe.COM>

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>