John Gunkler wrote the following in response to my suggestion that a
cross-functional team involve every employee in the creation of a new way
of doing things in an old organization, as opposed to an isolated skunk
works creating a new vision to be brought back to or to replace the old
organization.
| As I wrote in my first response to this conversation thread, when the
| skunk works is working on a fundamental change while the rest of the
| organization is responsible for keeping itself financially healthy doing
| what it has been doing, what you most do NOT want to do is infect the
| old
| organization with new ideas.
My problem with "top-down" thinking leads to me to concentrate on smaller,
more manageable numbers of people because, to my understanding, a learning
organization is comprised of people who are all generating new ideas all
of the time, and who are all contributing to the shaping and re-shaping of
the organization's mission.
I think this is why smaller companies are growing so much faster than
larger ones in America, and that larger companies are doing everything
possible to appear small. Even the suggestion of a skunk works operation
shows an appreciation for the abilities of a small, manageable group over
a huge one.
On the other hand, my process orientation leads me to believe that
communication must be clear because unclear processes, unclear
communication, and unclear instructions cannot be acted upon. For
example, one state's Department of Education sent notices to every
employee that their jobs were going to change and that they were going to
be assigned to work teams. A year later, they were still waiting for
further instructions, and nothing much had gotten done in the meantime.
What I am suggesting, however, is that employees at different levels and
in different departments may have some very valuable suggestions and
contributions to make if asked. Cross-functional communication and
teamwork can give everyone in the company a sense that they were consulted
and as a result they have ownership in the newly created vision.
So, are you saying that you shouldn't infect an organization with new
ideas which are vague or unclear?
Genene Koebelin
koebelin@cwix.com
--koebelin <koebelin@cwix.com>
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