Dealing with Tough Issues LO17468

Richard C. Holloway (
Thu, 19 Mar 1998 05:45:36 -0800

Replying to LO17455 --

Bill (and LO'rs)

I think that we (those who are in disagreement over this issue) have found
a very important source of difference. We've taken an critical step in
finding an integrated response by bringing these differences into the
open. This conversation has helped me to articulate and evaluate my
beliefs and feelings about a real tough issue. I suspect that this is the
case among several of you. To borrow Follett's phrase, what we must next
look for are the "significant rather than the dramatic features" of this
conflict. We've certainly delved into the dramatic--and we've heard
useful anecdotal information and research data. I'm not certain, though,
that I understand what each person believes is "significant" in their

I propose that we explore a constructive resolution to this
conflict--which is my mental model of how a learning org (or a learning
org learning circle) would cope with an impasse.

The challenge, within the context of this list, might be to facilitate the
conversation to the extent of capturing the "significant" aspects of each
person's beliefs about evaluations or rankings. If we could discover
those, though, and eliminate the "dramatic" (at least for the purpose of
finding some integrative solution to the impasse), we might be able to
move to the next level of discourse. While I would be willing to "assist"
in this process, I'm not sure that I'm fully confident in outlining a
process (in this medium) that will work. If we can create a cyber-white
board, where we can record these specific issues, then it's worth a shot.
Any ideas?

Bill Harris wrote:

> I've followed this on the periphery, and I'm beginning to wonder.


> So, how do we learning-org'ers deal with situations like this? (This is a
> tickler to provoke some double loop learning discussion on dealing with
> _any_ issue where there seems to be entrenched disagreement, not a prompt
> to restate reasons for either side on this discussion.)

"What we say is important  .  .  .  for in most cases the mouth speaks what the
heart is full of." - Jim Beggs

Thresholds--developing critical skills for living organizations Richard C. "Doc" Holloway Please visit our new website, still at <> <>

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