Thanks to Eugene for giving his perspectives.
An Object solution is coded (to be deposited in Internet
Knowledge database for sharing with the Internet community
i.e. in Outsights http://www.outsights.com).
It is hoped that the proposed object does not sound too critical
in probing the underlying mental model of the respondent, with my
own assumption (which may not be appropriate). The intention is always
to seek new insights and knowledge.
=============================================================
Goal: How useful is a Theory?
Goal: Management commitment first or more learning exploration?
Fact: TQM
Fact: Understanding Reality
Fact: Reinforcing Loop
Symptom: An executive joined the Quality department for more than half a
year.
Symptom: The organisation though embarks on TQM for many years, still does
not know how to go about TQM
Symptom: The organisation does not know what to expect from TQM
department, hence there is hardly anything to do for the new executive.
Symptom: In spite of much coaching and counselling from his superior to
practice soft skills on influencing people towards a new culture, the
executive still prefers to do nothing.
Symptom: The executive complains that the management is most inconsiderate
towards him: requesting him to change office 6 times in two years due to
movement of other staff.
Symptom: The executive claims that he is most disturbed and feels
frustrated when asked to change his office again.
Symptom: An external consultant is of the view that : "Changing culture
can not be done by hiring a TQM guy."
Symptom: The consultant firmly believes that "Changing culture must come
from a solid line management understanding of the ideas and changes in the
questions asked and the agendas pursued."
Cause: Consultant's tendency is to postulate Theory
Fix: A vicious circle exists to make the theory unworkable : Obvious sign
that the management is totally lost in their TQM pursuit for many years.
Yet the theory requires management to fully understand TQM philosophy etc.
Fix: Since management has not understood what is TQM, there is no need to
hire TQM personnel. Of course, if the management has real understanding of
TQM, there is also no need of TQM department. But management has the
intention that TQM personnel, with their training and focused study, could
trigger a quality culture. A vicious circle in action - negative
reinforcing loop.
Fix: Both organisation and consultant (if applicable) should seize
opportunity to break out from the vicious loop, (accepting the reality and
not abandon it, e.g. management or TQM department are part of reality) and
trigger a new positive reinforcing loop. For example : the TQM executive's
superior approach is in the right direction, hence a possible change
initiating point.
Fix: Coaching Principle : Accept Reality, but be creative towards a new
vision.
Ref: <a href="http://www.geocities.com/Athens/5621/coach.html"
target="_blank">Personal Coach & Organization Coach</a>
Source: <a href="mailto:andrewwhs@hotmail.com">Andrew
Wong</a>, <a href="http://www.geocities.com/Athens/5621"
target="_blank">Web Page</a>
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There are always other perspectives over the above object solution.
Please give your critiques. It is hoped that one of this insights lead to
an effective action.
Regards
Andrew Wong
Organisation Observer and Thinker
Personal Coach & Organisation Coach
http://www.geocities.com/Athens/5621
An associate of Outsights
http://www.outsights.com
--andreww@petronas.com.my (Andrew Wong Hee Sing)
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>