I believe you are right on target. Anxiety or tension opens up the door
for change. Managers do that by expectations, by measures, by bench
marking, by explaining the need, and many more ways. But if it is not done
change will not occur.
Gene
At 10:34 AM 7/14/97 UT, you wrote:
>I know this seems obvious, but it often isn't to those excited about new
>ways of doing the same old things.
>
>It may well be that your new people are viewed by your veteran people as
>buying into an alien program, imposed upon the current structure. What
>needs to happen is a little "pre-evangelism" as I might term it. I mean
>that in order for them to be receptive, they have to be led to a point of
>need, when the "evangelistic" pitch actually fits a need which they have
>already come to realize.
>
>So what do you do? Get at "their" perceptions for the need for change,
>which requires their commitment and action. This may have been done a
>thousand times without effect, or only to increase their disgruntlement.
>If that is so, then that is one place to begin. Then slowly use LO
>principles to address those needs. I know it sounds simple, almost naive,
>but for that reason it is often ignored.
>
>The missing link often is the lack of leadership to carry through. It is
>like blending two families who are victims of divorce. Skepticism and
>mistrust, protection of turf and organizational priorities, traditions and
>procedures all impact. Ultimately it is the husband/wife team, and the
>new or blended leadership team which will make it work.
>
>Ed Brenegar
Eugene Taurman
interLinx
ilx@execpc.com
http://www.execpc.com/~ilx
People will ultimately perform in accord with the way they are measured
and rewarded.
Control is preconditioning
William L. Ferrara
Penn State University
1975
--Eugene Taurman <ilx@execpc.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>