> From: J C Howell <orgpsych@Augusta.Net>
> I haven't seen the DecisionMaker Process, but it sounds awfully similar to
> the other processes/tools I mentioned. Having used these and other tools
> to bring about lasting change, I have found that more often than not,
> change is temporary and superficial following the tool session. Lasting
> change only comes about when those who run the organization (not
> necessarily the management) make a commitment to things being different.
> The tools may present an alternative. It is the long term application of
> this commitment to a difference, as a result of the tool session or some
> other agenda/event, that makes a particular alternative become reality.
To clarify, my experience with over 1,000individuals is that when beliefs
are eliminated, they stay eliminated and behvaior change is permanent and
profound.
In organizations, the principle is the same but the practice is somewhat
different. People still act consistently with their beliefs, which
usually are institutionalized in policies, practices, procedures, etc.
E.g, quality requires two internal inspections, we don't have to worry
about foreign competition, to succeed we must ... (whatever). When those
beliefs are eliminated, there is permanent and profound change -- but
management must be involved in the elimination of the beliefs (and the
policies, practices, etc.) Changing a culture is more complex in practice
than changing an individual's behavior, but the essence of the process is
the same.
Morty Lefkoe
For information about the Decision Maker(R) Institute and
my book, Re-Create Your Life: Transforming Yourself and
Your World, visit http://decisionmaker.com
--"decisionmaker.com" <Morty@decisionmaker.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>