Replying to LO28430 --
Hello Alan, dear readers of the signs on the wall,
"Now look what a fine strange loop you've got us in!"
> When we change the paradigm to one in which employees self-manage, is the
> manager abdicating?
Yes and no. When we are self-managing, we still need to know, to learn, to
experience, to see how managing manages. When we drop from a process to a
noun, or even worse, to adjective (to manage, manager, self-managed
process) we loose sight of the inherent paradox of authorizing (a.k.a
managing).
Paradoxes of Group Life (K.K. Smith and D.N. Berg): "The work - hard work,
i might add - of those who have or create power is to create the
conditions in which others can move towards their own empowerment" Look at
the relationship between authorizing (managing) oneself and authorizing
(managing) others without assuming that, if one person has authority in
(manages) a group, others cannot have (manage) it also. I think that we
have to become aware (conscious) that we move sometimes from one
perspective to another and that this moving between perspectives has to be
managed consciously if we still want to know were we are, if you see what
i mean.
About participation: "having a say differs from having a vote" Max DuPree,
Leadership is an Art; he also notes that the task of a leader is to define
reality (and to say thank you).
No energy was destroyed in creating this message; entropy was increased,
globally, but locally order has been restored. Take care not to destroy
the sircles,
Success,
Jan
Alan Cotterell wrote:
> Jan,
>
> I think I first raised the spectre of workers self-managing, and there has
> been a little indication that some don't feel happy with the concept.
>
>
> When we change the paradigm to one in which employees self-manage, is the
> manager abdicating?
>
>
> I would ask one more question however. If we bring more order to the
> system, have we increased or decreased entropy?
>
> Best Regards, Alan Cotterell
--With kind regards - met vriendelijke groeten,
Jan Lelie
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