Doc
Unfortunately whether or not the management decides on a purpose or not
they have values and these are reflected in their questions and agendas.
These drive the culture whether or not they chose them . It is insidious.
Gene
At 12:09 AM 9/23/97 -0700, you wrote:
>Your points are well made, Eugene.
>I would add only that
>the fundamental information concerns purpose.
>Purpose should drive benchmarking,
>measuring, and rewarding.
>Purpose is the overarching end,
>toward which our goals should be moving us.
>Process, structure and patterns fold outwardly
>from the unifying theme of organizational purpose.
>When this is lost, so is everything else.
>Sometimes measurers attempt
>to quantify irrelevant objects. Purpose
>fades into an empty gesture
>of measurements. My mind's
>eye focuses on terrible examples
>of this phenomenon. Rewards go
>to those who meet the goals
>set by those who measure and reward.
>A reinforcing cycle begins.
>The organization falters.
>Almost all is lost at this point.
>
>This cycle occurs in relationships, sciences, education, religion,
>warfare, manufacturing, sales, human services, government, the arts.
>
>Richard C. "Doc" Holloway Visit me at <http://www.thresholds.com/>
>Or e-mail me at <mailto:learnshops@thresholds.com>
Eugene Taurman
interLinx ilx@execpc.com http://www.execpc.com/~ilx
"What you see depends upon what you thought before you looked."
--Eugene Taurman <ilx@execpc.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>