Rick asks, I think, If it is our intention to create organizations, are
the type of organizations we have, been created intentionally. I've
interpreted this to mean how intentional are our organizational cultures
and shared visions.
This list often reflects frustrations about organizations that we work in.
I can emphathize with and share many of these frustrations. I think part
of what attracted me to learning organization was the definition of
culture, which reduced simply, is "the stories we tell each other." Good,
bad or indifferent, I think we all (sometimes unwittingly) reinforce the
cultures of our organizations and hence "create what we have." We do this
in part by telling stories. If we are frustrated with the way top
management leads, we discuss it repeatedly, and then, even if management
shifts, it becomes very hard to be open to any kind of change.
More times than not, top management sets the tone for the organization.
Especially the CEO in the way he/she handles conflict, celebrations and
accountability. Ultimately, I think the responsibility lies at the
individual level for the organization we ch oose. If we are aware and
conscious of our part in creating the organizational culture, we can
choose to continue to create what is or do something differently for
ourselves. Unfortunately, if we choose to do something differently and
top management REA LLY has no interest changing the organization, our
continued participation in the organization becomes a values question for
us. Are you compromising your own values to the point where it is better
to leave. Although, a quiet revolution is a good surviv al. Do things as
consistently as possible yourself and don't worry about changing others.
Every one of us can lead by example.
In defense of top management, sometimes it is really difficult to change
your own organization. People are attracted to an organization based on
its culture. Sometimes people need to be changed to accomplish a shift in
the culture. They have too much t o lose by giving up the old system and
they will sabatage all efforts to do things differently. At this point,
top management has to decide how much chaos to create in the organization
to bring about change. Oftentimes, it is the top executive who gets
"killed" in the change war. Their tenure is short-lived and things may
not truly change. It's a struggle to measure out the amount of creative
tension needed and to stick to it.
-- Deborah T. Broome Assistant City Manager, Plano, Texas P.O. Box 860358 Plano, Texas 75086 Phone: 972-461-7122 Fax: 972-423-9587 e-mail: Debbieb@gwmail.plano.govLearning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>