>...
>Part of this inconsistency I know comes from the emphasis on revenue
>generation. It may be hard for a consulting organization to sit still and
>focus on becoming a learning organization when they are driven incessantly
>to the numbers. But I am curious about how such organizations can tolerate
>the competitive risk that inevitably results from failing to manage their
>knowledge effectively. After all, in the consulting world knowledge IS the
>business.
>Any thoughts?
>Jesse Lord
>Lifeproject@aol.com
There are organizational techniques that work for some organizations
better than others. We must be careful not to seize LO as the latest
silver bullet.
Dentists offices and auto repair shops probably fare better with a command
& control model that an LO model. Certainly aspects of LO can be
beneficial. But we should not despair if the LO model does not fit
everywhere.
Downsizing is the ultimate C&C and has often been a necessary
prerequisite to a future that can embrace LO.
Keith Cowan
kcowan@orion.GlobalDEN.com (CIS:72212,51)
--"Cowan, Keith" <kcowan@ORION.GLOBALDEN.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>