Replying to LO31028 --
There were some exhaustive debates on the subject of unlearning here,
some years ago. For me, it ended with the realization that
"unlearning" is a special case of learning. It is important and does
increase perception. At the end of the letter, Laura writes:
> What I wonder though is: How can you achieve free speech in an
> existing organisation?
Free speech is the right to speak. Even in the most open
organization, it does not mean the right to speak without
ramifications. Although there are no "legal" ramifications, there can
be many others. In order to get to free speech, you have to begin
with openness, which leads to honesty, which in turn, leads to trust.
Once (if ever) this is established, you may have free speech. And yet,
the behaviors which create the need for unlearning may never be
changed in some. Not even the greatest of the prophets have convinced
everyone, so we, the agents of change, the leaders of the learning
organization, must always keep an eye out for holdouts, resistors,
passive acceptance, etc. and our ears open for the ramifications of
our openness, honesty, and trust. No worries, just attention.
john zavacki
systhinc@msn.com
If you cannot find the truth right where you are, where else do you expect
to find it?
-from a Zen Teaching
--"John Zavacki" <systhinc@msn.com>
Learning-org -- Hosted by Rick Karash <Richard@Karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>
"Learning-org" and the format of our message identifiers (LO1234, etc.) are trademarks of Richard Karash.