Replying to LO25091 --
Hi Rita
I have seen quite a few replies to this. My answer is a little more
fundamental than those posed here.
What are your personal motives, values and needs?
What is it that you are seeking?
What is your longing?
What is your goal directed behavior?
What is your problem solving capabilities like (cognitive capabilities)?
How do these above things effect each other and to what degree is one driving
the other? (i.e. what are your feedback loops like)
What is your personal paradox paradigm (mental model)?
What do you fear?
What are your mental losses?
What are your temporal perceptions like?
These questions only pertain to the work context what are the answers to these
questions in other contexts.
When you have answered these fundamental questions you can begin to answer
some of the other issues that concern you.
Like you transference or projection states.
Your anchors, attachments or behavioral cues.
Your states (variety or complexity) of mind.
Roy Benford wrote:
> Replying to LO25079 --
>
> In LO25079, Rita posed these questions:
>
> > * What would you recommend when you experience that your personal growth
> >rate exceeds that of the company employing you?
have you identified what specifically your personal goal is?
>
> > * What to do if this is a pattern you experience regularly (every 2 - 3
> >years after a job change)?
What are your behavior patterns like?
>
> > * What to do if you have invested as much in the company as you could
> >(strategically, as well as in terms of transfer of knowledge)?
I wonder about this, if this is ever truly possible, movement (mental or
physical) has much to do with the attractor and attractee not one or the
other. They are in a symbiotic dance.
>
> > * Is changing jobs an option? If yes, where to? If not, what else?
> > * Have other LO members made similar experiences?
>
> Firstly, if a pattern regularly repeats itself, then surely there is
> something that has not been learnt.
>
> Secondly, a company invests in a new employee. There is a transfer of
> knowledge from the company to the employee. Some people would argue that
> an employee has not paid back this investment until 2-3 years and for the
> company to profit from its investment, a longer period is required. There
> are arguments that suggest that the strategic input from an employee
> occurs after 2 years in a job.
>
> Thirdly, personal growth rate must exceed the learning rate of the company
> otherwise a new employee would never learn all the aspects of a job before
> they had changed. Once the job is mastered, what should an employee do
> next? Find another employer is only one of the many answers.
I wonder about the above comments. One first needs to ask much more
fundamental personal questions.
Kindest
gavin
--Gavin Ritz <garritz@xtra.co.nz>
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