Just a comment on frustration and that "runner's wall" mentality...
If my ability to percieve an organizational climate is more pronounced
than those around me I have a problem. I will always be the first to
sense danger, forecast necessary change, and attempt to raise alarms. I
call this the Cassandra effect after the mythical Greek prophetess who was
cursed by the gods to be completely accurate in her predictions but never
to be believed by anyone.
Casting off the emotional effects of being perceptive is not a
responsibility of management but of individuals, especially those who
would be leaders. Far too many visionary leaders drop out of the fight
simply because they saw the problem first and therefore have been beset
with it the longest. I believe deeply that individual perception and
effort always precede group involvement and to expect otherwise leads to
unnecessary frustration.
An analogy, for those familiar with target shooting, is the recoil of a
weapon when it fires. Novice marksmen almost always over compensate for
the expected recoil by deflecting their arm down just before they pull the
trigger. They can be shown this effect by having a dud round added to
their ammunition. When they pull the trigger on the dud there is no
explosion but their arm will still deflect downward because they
anticipated the recoil.
Expert marksmen know the recoil is coming too. But they actually suspend
belief in that knowledge long enough to get off a steady shot. How we
suspend belief in the frustration of the present long enough to fire off a
steady shot into the future is the challenge of change agents everywhere.
--LonBadgett@aol.com [Host's Note: Presumably this is from Lon Badgett... Please sign msgs with full name and email address...]
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>