> Ben wrote:
>
> > If I had it to do again, I'd begin by working with the employees and
> > ignoring management. There are tremendous learning opportunities embedded
> > in day to day operations that can be captured, explored, and expanded
> > without managements permission or cooperation. Once the ball starts
> > rolling I think it might be easier to convince management to join the
> > journey....
It is difficult to get management to give up or transform their power.
They are very threatened by flattening out the heirarchy in LO. They are
the keeper and distributor of knowledge in a heirarchy. They can weild
great say in how one advances in an organization. It is difficult to
get management to move out of their comfort zone when they don't see the
benefit. It is also hard to teach someone something new if the old way
is working for them. Some people change because of discomfort.
Management is also not used to being held accountable by their
supervisees. they are used to being the expert and the one who teaches
or shows the supervisee, not the other way around. If upper management
isn't up to date on curent status and wants to remain status quo it will
be very difficult to transition. It takes a strong leader who can allow
others to develop their leadership skills while allowing the old
leadership a chance to catch on and change or ease out of the picture.
Alex
--Alexandra Jackson <alex1@aloha.net>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>