keeping the organizational structures of a company fit isn't easy. I am
responsible for organizational development in a company (1000 employees
and 5 subsidiaries) that is market leader in its industrial sector. One
year ago I started a program (I don't like to call it "project" 'cause
projects are finished after months or years) called "Fit for the future".
We are trying more and more to think in services for the customer than in
our hierarchical departments structure. "Department" means that some
people are "departing" from the common target of the company. When we are
discussing organizational structures we try to avoid to talk about "my"
and "your" department. Always focus on something like a process or a
service that is paid by the customer.
To quicken this pace we will have in two months a key speaker in our
company. He is a brilliant person for all motivational aspects. I will
invite the whole management of the company to listen to his words. My
question is: how to transfer this 2 hours of talk into action that changes
the company? I think most of the people will like his words and will say
"yes, he's right". But how to learn that it needs not only "this words are
good" but action to change something?
I think this is a typical human behavior. Sometimes you agree to ideas so
well that you think action is not necessary. If you don't like something,
opposing actions are coming very easy.
So how to motivate people for action to realize something they agree to?
Peter Pick
E-Mail: Peter.Pick@orgafit.com
Homepage of organizational fitness: http://www.orgafit.com
In any great organization it is far, far safer to be wrong with the
majority than to be right alone.
John Kenneth Galbraith (b. 1908), U.S. economist. Guardian (London, 28
July 1989).
--Peter Pick <Peter.Pick@Orgafit.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>