Brock Vodden replied to several questions that Rich Jones wrote about
governmental change in Toronto.
=====a snippet======
>2. (Jones asked) suggestions of current literature on how to institute
>change
>effectively within organizations
(Vodden responded) Again, your question is not to the point. This is not
change within an organization. Ontario is not an organization, or a
company, or a business. It is a large complex, political entity. Change in
this context is a complex process. I have the impression that neither you
nor Mike Harris or his cronies understand that complexity. As a matter of
fact, I see no evidence that the cabinet understand any complexities.
====end of snippet======
Brock, Rich has certainly touched on an issue in which you have very
strong feelings and thoughts.
>From my perspective, change in most any circumstance is a very complex
process. If change was easy, I would weigh a lot less than I do now and
others would stop engaging in bad habits or behavior.
We each see the world from different perspectives. As I read Rich's post,
I got the feeling that Rich understood very well that this change is
complex and was readily seeking information to help him understand those
complexities. I know nothing of Mike Harris and his cronies.
I do agree that a governmental unit is very complex, but I do see it as an
organization that traits of learning organizations or other organizational
theory apply. Layers of complexity are added because of the open
accountability to society and politicalization of work within and around
the organization.
David Wilkinson
School Improvement Specialist
Des Moines Public Schools (IA)
--Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>