Interesting thought.
> Robert, this is an interesting distinction that seems to me to have
> applications to learning and organizational life. If I read you
> correctly, you're suggesting that ideas are open to all, but their
> specific symbolic manifestation has a value (that you call "sacred")
> which is somehow restricted to those who "own" it. Thus, in a
> peculiar way, that which is represented (the idea of thoughtful
> discussion and listening) is less sacred than the symbol in which
> it's clothed, which has taken on the particularity of culture,
> religious values, ethnicity, or whatever.
I'm not sure I would use the word "own" it exactly. I would use the
word understand it, in the sense of it's spider web of meaning within
the culture. Still, either would work with your suggestion below.
>
> Isn't this something like what happens to the grand
> pronouncements of vision/mission statements in organizations? So
> long as they are couched in global, idealistic language, anyone is
> free to acknowledge them (or not) as they chose. But the minute
> they move toward specific application in the form of business plans,
> goals and objectives, etc., they become the possession of whomever
> attached that specificity. And when two or more
> groups/divisions/departments etc. each "clothe" the vision in their
> own cultural symbols (mental models??), look out! Because the
> question of "who owns this?" immediately appears, as do competing
> interpretations of what this "really" means, arguments over which
> group "has it right," and so forth.
I would rephrase this: You could well be correct though, but I would
say that when that mission or values is translated and people begin
to understand its FULL meaning, that's when the difficulties start,
because it moves from a vague statement to something which is
perceived as powerful, and therefor important, and worth fighting
for, or against.
> So how do we simultaneously respect the "icons," honour the
> generative ideas behind them, and move on? and how do know
> when the icons have reached such a point of sacredness that they are
> hiding the original ideas from us?
Now THAT's an interesting question - one I don't have an immediate
answer to.
Robert Bacal, author of PERFORMANCE MANAGEMENT, published by McGraw-Hill. Details at http://perform.8m.com and http://members.x
oom.com/cooperate.
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--"Robert Bacal" <rbacal@escape.ca>
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