Following the postings to this original message yields the following
observations: The consultant is positioning himself relative to the
learning organization as the CEO has done to the operating committee.
There seems to be a patterning of the presentation that follows the task
at hand. The request for "seeking realistic options..interested in
hearing any practitioners recommendations." would appear to set the
barriers as being parallel to the " extremely hierarchically-reflexive,
command-driven by a powerful CEO." of the client.
The postings that were responded to were mostly questions - rather than
practical suggestions. What is not clear from the postings and responses
is whether the consultant knew more about the situation that was contained
in the original posting or whether the learnings that were shared with the
learning organization came about during the consulting process.
Based on this lack of clarity, two observations: The first is that the
initial presentation could have provided its intended audience with more
specifics so as to pre-answer many of the questions that were asked -how
can there be "realistic options" when the data is incomplete?. The second
is that by pre-screening responses to "realistic options..practioners
recommendations" the creativity of this organization was not fully
utilized. With little to go on, respondents would be free to solve the
problems in an number of ways, which then would be judged by the presenter
in terms of their being "realistic" or not.
Being new to this organization I naively offer these observations so that
I know how to respond or react to any postings that demand "realistic" or
"Practioners recommendations." I have found the break throughs come when
solutions were creative resolutions!
--Nicolas L. Behrmann jmb30x <jmb30x@internetMCI.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>