This triggered a series of questions for me:-
Why does energy fall after the launch of an initiative?
How can we sustain that energy?
Why is the new more interesting than the old?
Does this only apply to top execs and/or doers?
What is "difficult" about staying focussed on the "older" ideas
What is "good" about introducing new ideas, when the "older" ones have not
been followed through?
Is there evidence that marginal effort on "older" ideas may bring greater
returns?
Is this continuous improvement or something more?
Do we give "doers" enough respect, as against "newers"?
What clients might respect such an approach?
Antony Aitken
Transition Partnerships
--tpantonya@cix.compulink.co.uk (Antony Aitken)
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>