In response to my question,
> Is improvement never enough for us when we are 'in it'?
> Are consultants and researchers and authors more willing, or more able, or
> more compelled to see change?
Terrri says:
>Your assumption within that last statement is interesting: that change is
>present, and that members of an org just can't see it.
No, that wasn't my assumption. My question is why do authors, consultants
and researchers see change where others don't? 'More able' to see change
acknowledges the advantage of people on the edge of a system to see some
things that others might not. But how often is that vantage used well,
with the maximum possible objectivity?
The word 'compelled' was meant to suggest that it is very important to
those people to see change regardless of its occurrence.I assume that one
can sell more books or have more consulting engagements when one can tell
stories of Great Outcomes.
The multiple viewpoints shared in learning histories, (i.e. AutoCo
Epsilon) do not seem to sell like the 'great success stories' of GE's
(fill in the most popular transformation story here) Transformation.
Again, thanks to all for the useful leads you have offered. Fran
Alexander
--Francine Alexander <fjalex@tmn.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>