Replying to LO24030 --
Douglas,
I am curious to read what others on this list will respond, but frankly,
I'm not convinced that a cultural change towards accountability of people
will bring the turnaround you need. At least I cannot see from your mail,
that the reduction of your workforce succeeded to be the required
turnaround, which you now need to back up.
In your case, I recommend to distinguish in your existing command and
control culture form and content. Leave the form (command and control)
untouched, but challenge the assumptions behind the way, decisions were
made (the flow of commands as the content of your system).
Did you read "Burning rocks, breathing trees. LO24026" by At de Lange?
>One thing which they cannot defend themselves [succulent plants] to,
>is too much rain
>followed by a spell of freezing weather. Their soft cells burst when
>the liquid in the cell freezes. We can learn much from this. Changes on
>the "cell level" of our organisations can easily become mortal. Changes
>which involve every member of the organisation (including its executive
>members) can easily become mortal to that organisation.
Attempts to change the culture in your company is change on the "cell
level".
Regarding challenging the assumptions behind decision making, try to get
an TOC expert as an analyst and facilitator to your site
(<http://www.goldratt.com>). For some first impressions, you may want to
read It's Not Luck by Eliyahu Goldratt (a business novel) and a brand new
textbook The Measurement Nightmare by Debra Smith. Already the 11 pages of
the Introduction are quite enlightening.
Liebe Gruesse,
Winfried
--"Winfried Dressler" <winfried.dressler@voith.de>
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