A fundamental of my approach is that change is the condition of the world
the world and being awake and aware is the challenge.
Therefore, the creation of disruption AS A MOTIVATOR is not sufficient nor
necessary.
The management mischief that I'm working to avoid - which is not a
question in non-human systems such as ecologies of nature - is that I
seldom meet the manager who espouses and uses these challenges to security
and old thinking in ways that create the same conditions for themselves.
If you believe in them, fine - use them so that they apply first and
foremost to yourself. Then that will affect others is just a natural
condition. If you believe in them for others and not yourself - because
of course you are already transformed and perfect - then of course you'll
do them. It's just that the justification for what "they" need is only
that - a justification of your own character structure.
What am I proposing in place of all this?
The challenge of thinking, of continuous awareness, of generative
cognition - which few managers who are addicted to "challenge" and
"creating uncertainty" demonstrate - is what can keep learning, change and
adaptation alive.
Of course my main interest is a viable life with rich variety - not
beating everybody else. (My symbol for this is Stora, the 700 year old
Swedish company.)
--Michael McMaster : Michael@kbdworld.com book cafe site : http://www.vision-nest.com/BTBookCafe "I don't give a fig for the simplicity this side of complexity but I'd die for the simplicity on the other side of complexity." attributed to Chief Justice Brandeis
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>