Morality in Learning Organisations LO17825

Rol Fessenden (76234.3636@compuserve.com)
Mon, 20 Apr 1998 00:27:48 -0400

Replying to LO17809 --

Gordon,

I stated,

>Deming assumes that if
>_management_ does not change the system, then employee performance cannot
>change. My model assumes that if _employees_ do not change the system,
>then employee performance cannot change. Frankly, there are a lot more
>employees than managers, so where would you want to place your bets?

And you responded.

> All bets squarely on management. The great peasant revolts of history
>share a singularly dismal record of failure.

Peasant revolts are not a good example. Management is a bit smarter than
the royalty of the 18th century, and employees are a great deal smarter
than peasants.

In my view, which by the way, is not an idealistic one, but the result of
30 years of practice, both management and employees have an important role
to play. As you imply, employees cannot change the system unless
management makes that possible by creating the correct environment. So,
that is the role management must play. However, if they do so, then
employees can change the system. I see it happen.

It is true that the business world I inhabit is a professional one.
Employees are experts in their fields. I cannot speak to a manufacturing
environment. But my experience is that when management and leadership
creates the right environment, then employees make the system change. Not
every employee does so, but some of them do.

You may ask what is the right environment. This gets right back to the
question of assessment that started this whole discussion. Assessment is
a critical aspect of learning. The environment must require assessment of
others, and self-assessment. It requires honesty. It requires high
standards. It is challenging. Change is an expectation. Interestingly,
most people in this environment succeed. Failure is not high, and we have
very few examples of the kind that others refer to where Ranking leads to
dismissals.

It is an interesting question, and I am uncertain that I understand
exactly what it is about the environment that is important and what is
not. We certainly do not operate perfectly, far from it. I guess we tap
into no more than 15-20% of the potential of the employee base. But
performance and morale can simultaneously be high, even in a pretty large
group of people.

-- 

Rol Fessenden

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