Replying to LO28299 --
I've found this conversation of particular interest this past week -- what
I've understood of it, anyway (it seems I am having an increasingly
difficult time really grasping what people are often saying on this
list--perhaps too many of my own mental distractions-- and I'm one who is
often too hesitant to ask for further explanation for fear of looking
foolish). The Einstein quote re: the same thinking that got you into the
mess isn't going to get you out, reminds me of another old adage: when
you find you've dug yourself into a hole, the first thing to do is stop
digging.
Hard work and efficiency can go a long way towards making improvements
along many lines at work, though by themselves they are certainly not
enough. I've known many designated leaders who seemed very focused on the
"how's" --- how to turn things around, how to enhance performance, how did
that other company do it, how to become an LO. The perennial striving for
control and predictability (the antithesis of an LO?). I'm guilty of it
myself, I know.
In my work with companies, I'm often bothered by what seems to be an
over-reliance on finding that certain formula, recipe, or mantra that will
result in "success." The right tool. The right methodology. Finding
that "how" that will stir in people the desire to reach ever-higher goals
for the organization and the managers. How? is a persistent question
which becomes an obstacle in my work, more times than not, as I believe it
inhibits learning (to say nothing of what it does to my income, as my
preference to not answer How? in favor of assisting organizations in
discovering their own truths, too often leads to potential clients turning
to someone who will give them a magic formula).
At least in my neck of the woods, we increasingly seem to value "what
works" more than we value "what matters" (surely they can coexist).
How? seems to imply that the answer (that treasure map) is out there,
external to the organization/self. When it comes to learning, this seems
to be just another form of putting in (external expertise, Freire's
banking or deficit model) rather than drawing out (internal knowing and
creating).
I was thrilled recently to come across Peter Block's new book, which
articulates this so well to me even with it's title: The Answer to How is
Yes (isn't that a great title?). Do we, as Block proposes, tend to ask
How? because it is far simpler and easier than asking, What matters and
what is worth doing? (shorthand for dreams, idealism, freedoms, and other
things which are vague and hard to measure).
By looking outside ourselves for the answers, we can also avoid being
pulled into meaningful action. We can instead spend our time waiting for
more knowledge, more skills, more something. Asking How? is safe, whereas
living our lives -- inside and outside of work -- as a purpose-filled
experiment from which we can learn is very risky indeed.
There are dozens, maybe hundreds, of models for making a workplace more
effective, and they're all valid in their own ways. What matters more,
perhaps, is not what model to use, but the way in which we pursue our
success. The heart of an LO, it seems to me, is to work with the
intention for learning rather than simply achieving, and is more about
relationship than power, speed, or even efficiency (to paraphrase Block).
Just some random Sunday afternoon ideas . . .
Best wishes,
Terri
-------------------------------------
Terri A. Deems, PhD
WorkLife Design
tadeems@aol.com
"There is a principle which is a bar against all information, which is proof
against all arguments and which cannot fail to keep [a person] in everlasting
ignorance--that principle is contempt prior to investigation." (H. Spencer)
Des Moines Scottsdale Moline
515-964-0219 vitalwork@aol.com http://www.worklifedesign.com
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