> Mr. Holloway has a different approach. Lets make some assumptions: (1)
> the leaders have the time to read, study and become involved in "formal"
... not often in my experience.
> training; (2) that the "department head is behind the movement" to be
> used; (3) the need to at least shorten the gap between needs and budget
> is not pressing very hard. Given these, a structured, facilitated process
> may well work better. If the three assumptions can not be made, of these
> three, number 2 is the highest priority for attention. Pick the battles
I'm currently reading D. Conners' book "Moving at the Speed of Change".
He makes the point that successful change agents _only_ initiate major
changes when they are unavoidable. That is, (2) is fulfilled, and it is
clear to that sponsor that the pain of not changing is so great as to be
essentially untenable.
Bill
-- Bill Harris Year 2000 Program Office mailto: bill_harris@am.exch.hp.com Hewlett-Packard Company phone: (425) 335-2200 M/S 330C fax: (425) 335-2483 8600 Soper Hill Road web: http://hpweb.lsid.hp.com:8080/~billh/ Everett, WA 98205-1298 cupertino: (408) 447-0452 (no voicemail)[Host's Note: In association with Amazon.com, this book link...
Managing at the Speed of Change : How Resilient Managers Succeed and Prosper Where Others Fail by Daryl R. Conner http://www.amazon.com/exec/obidos/ASIN/0679406840/learningorg
...Rick]
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>