Responding to Rol who wrote:
>The bad news is that widespread learning from a hidden incremental change
>is not possible. Hidden incremental changes can therefore never build the
>understanding necessary for a well-considered step change.
>
>Peoples' perceptions of being at risk are in general born of three
>phenomena. First, they legitimately are at risk. In this case, hidden
>action is appropriate, or finding another job is appropriate. Second,
>second, they do not have adequate analytical or communication skills to
>build support for a not-hidden change, so they choose to hide it. Third,
>they have an inborn -- as opposed to externally-driven -- fear of failure,
>so they practice self-protection.
Hidden change and incremental change can be two different things. I agree
that neither is effective if it does not expand to larger areas of the
organization. Practically speaking, I think there are other factors that
affect people's perception of risk in addition to the three you mention
which are directly related to fear. I can think of two more that are more
subtle.
1. Entitlement. I believe that there are systems in an organization (the
norms of the culture and unwritten rules) that provide status and meaning
to an individual in the position they occupy. Asking one to embrace
change threatens that person's status in the organization (bigger office,
perks, etc.). Unfortunately, individuals sometimes perceive that once
they reach a certain level in the organization that they are entitled to
these perks and cannot tolerate change out of fear that these perks will
be somehow eliminated. In my experience, we never really "discuss" these
perks, because they are part of the "undiscussables" and hence the fear of
losing them is not addressed.
2. Complacency. I close cousin to entitlement. When a "job" is not
viewed as a learning experience daily, but a means to an end, i.e. it
gives me money to pursue my hobby, then I really don't want anything to
change because it might affect my real love.
Sorry to take so long in responding. It's been crazy here.
Debbie Broome
-- Debbie Broome e-mail: debbieb@linux.plano.gov Assistant City Manager phone: 972-461-7465 City of Plano Texas fax: 972-423-9587 P.O. Box 860358 Plano, TX 75086-0358Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>