See my response to "making a business case for a learning organization" in
LO17586.
[Host's Note: That msg is at...
http://www.learning-org.com/98.03/0346.html ...Rick]
At 10:16 AM 7/8/98 -0800, you wrote:
>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.
>>
>> One of the things that frustrate me about much of the work with LO's is
>> the focus on management. That is probably due, in part, to the fact that
>
>I think part of this is from a change management perspective of needing
>sponsors at high levels in the organization. I heard Senge speak once,
>and he noted (as I recall) that they were having less success than they
>expected in creating sustainable change by persuading upper management.
>Success seemed more correlated to winning over people somewhere in the
>middle of an organization, closer to where the work is done.
>
>In other words, maybe creating an LO is less well understood as a
>hierarchically driven change event than as the spreading of crabgrass.
>
>Bill Harris Hewlett-Packard Co.
>R&D Engineering Processes Lake Stevens Division
>domain: billh@lsid.hp.com M/S 330
Eli Camhi
ecamhi@generes.com
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