Liandre Maillet raised an issue that I believe is relevant to many
organisations experiencing change - particularly those changes that focus
on behaviour in the work place and hence beliefs and values.
I liked the comments made by Brock Vodden (LO12589) and Lon Badgett
(LO12597) - First of all ... now is a time for change.... More and more
organisations are finding that the key to success is not only continuous
change but also rapid change. As far as I can see the whole point behind
developing a learning organisation is to create an environment for
employees in which they are able to generate and embrace change. Hence
Brock's question >>Is the model right?<<.
Lon's point got me thinking about whether a suitable point for freezing
had actually been reached. Training is one thing and planning and
initiating change are also. Actually getting to the end is something
completely different - reference Lon's doubts about the ability to stem
the flow of blood.
Some questions to ask yourself are - did the training actually support the
stated objectives of the programme? - did the 'champions' actually
support the objectives of the programme? did the programme consider the
real existing values and beliefs of individuals?
As David Nelson says in LO12605
>>A chance to develop listening skills!<<
Find out what effect your actions are having on individuals and respond
accordingly.
Thanks to everyone for their contributions
Matthew
--Matthew Holmes <HOLMES_M@WMGMAIL.wmg.warwick.ac.uk>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>