Replying to LO24640 --
At 01:29 PM 5/19/00 -0400, you wrote:
>People do not resist change. People act consistently with their beliefs.
>They think what they do is appropriate, natural, "right." If you want
>them to do something inconsistent with their beliefs, they experience what
>you want them to do as inappropriate, unnatural, and "wrong." People
>don't resist change as such, they resist doing what they think is wrong.
I agree with your statement, moreover, when forced to do something
inconsistant with their beliefs, people won't support the outcomes of such
actions - on the contrary.
I think that outputs or results that have no "fathers" (shall we call them
OrphanOutputs?) are sources of much damage - imediate and also on the long
On the pathway of change, such outputs (independent on scale) fail to
recharge the system with satisfaction, are oppresing and often (mis)used
later as excuses for more of the same - OrphanOutputs.
Much more should be done by negotiation and planning. Management should
seek to detect early as possible, actions and plans that seem
"inappropriate" "unnatural" or "wrong" to those who'll have to execute or
There are various ways (theories, methodologies) to make such things
happen, I believe you refere to one of them. Yet, there's no blue print
(and to my best understanding, there will never be).
Dr. Judy R. Tal
LCL-Learning Cycles (1999)
+972 3 6997903
+972 54 666294
Judy Tal <firstname.lastname@example.org>
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