Doc,
I enjoyed your review of Senge's thoughts on leaderhip, relationships, and
complexity. This, in my mind is the heart of the matter. Before I expand
on that, I have one final word on human resources, and then I'll shut up.
As I said a long time ago on this list, we all have our espoused values
and then we have our values in action. It is our values in action that
others see, and it is based on these that people infer our underlying
values. Espoused values do not count for much if there is not reasonable
alignment with values in action. If, on the other hand, there is
reasonable alignment, then people will give you the benefit of the doubt
if they perceive a gap.
This is the issue we are discussing around human resources. The reality
is that there is nothing manipulative contained in the technical
definition of the word. Nevertheless, "human resources" are used and
misused by authorities in all kinds of settings in a mechanistic,
objectifying way, and this is the behavior that people are discussing and
criticising. As a result of this mechanistic way of treating people, the
term has come to be associated with that behavior, and thus it is tainted.
My point is that the behavior is the problem, not the terminology. The
idea of being a resource as defined in my dictionary is actually
appealing, and says nothing of manipulation or being used up.
Once we focus on the behavior, we may begin to make headway on
understanding the underlying problem. Senge teaches that there are
systems dynamics loops that reinforce all of our persistent behavior. So,
what is the underlying dynamic? It appears to be deeply buried in our
society -- actually in the human race -- because this behavior of
manipulating and 'using up' people is international in scope. It
certainly is not limited to corporations, they simply repeat the same
behavior that exists and is rewarded throughout society.
Senge also teaches us that personal mastery is a critical component to
growth and learning. Personal mastery is about getting outside of our
conscious and unconscious patterns of behavior and ways of thinking, and
moving into new realms based on his 5 disciplines. Let me suggest that
personal mastery begins now, and it can begin to grow by using it In
examining this particular issue. To the extent that we continue to repeat
without thinking the same simple solutions, we continue to be part of the
problem, rather than part of the solution.
Sorry, Doc, that's just my prejudice showing through, and is not directed
at all at your posting.
I have read Senge's material, and I agree with you, that is an ideal
future state as best I could describe it right now. I would disagree only
slightly in that the roots are not in industrialization, they were already
firmly planted during the dark ages. Of course, to get there -- Senge's
future state, we have to do the hard work of understanding and then
destroying the underlying loops that lead to the manipulative use of human
resources. In my experience, these exist on both sides of the
employer-employee relatioship. Also, the manipulative behavior exists
throughout society, at all levels and within all people. I don't mean to
sound defeatist about it, but it is woven into the fabric of society, and
therefore, we have our work cut out for us to extract it. Part of the
problem is that manipulation is a fairly simple extension of simply having
any relationship. When does any interaction that influences become
manipulation? I certainly don't know.
All of this would be a worthy topic for me if anyone else is interested.
I suggest changing the name of the topic to 'systemic roots of
objectification' if that's not too esoteric. Any name will do...
--Rol Fessenden LL Bean, Inc 76234,3636@compuserve.com
1. Challenge the process. 2. Inspire a shared vision. 3. Enable others to act. 4. Model the way. 5. Encourage the heart.
(Compliments of Kouzes & Posner, "The Leadership challenge")
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>