Doc says:
> Rol, I think you've hit the nail on the head with your concern about
> creating learning orgs in "...environments where practice is not
> practiced."
And, where there are interruptions to practice, there are losses. What
Covey calls the "emotional bank account" gets overdrawn when there are
relapses into managing by the data point, "leading" by fiat, motivating by
fear.....
When the strike (or the economic downturn, market softening, board
meeting, etc.) is over you can't just stand up and say, "OK, I'm over my
fear, now you get over yours and we'll start learning again."
> The issue (for me, at least) is sustaining the change of a
> culture once it's started. More and more I'm convinced that it's in the
> activities and conversations that represent the networking (and cultural
> basis) of the organization itself.
The change in culture can only be sustained by "constancy of purpose"
(Deming), the always and everywhere remembrance of the aim of the
community, a dynamic that is constantly growing in knowledge and
understanding of the systems in which it resides.
John F. Zavacki
jzavacki@greenapple.com <mailto:jzavacki@greenapple.com>
--"John Zavacki" <jzavacki@greenapple.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>