Why does LO stop? LO18584

Bill Harris (billh@lsid.hp.com)
Wed, 8 Jul 1998 10:16:27 -0800 (PDT)

Replying to LO18083 --

Ben wrote:

> If I had it to do again, I'd begin by working with the employees and
> ignoring management. There are tremendous learning opportunities embedded
> in day to day operations that can be captured, explored, and expanded
> without managements permission or cooperation. Once the ball starts
> rolling I think it might be easier to convince management to join the
> journey.
> One of the things that frustrate me about much of the work with LO's is
> the focus on management. That is probably due, in part, to the fact that

I think part of this is from a change management perspective of needing
sponsors at high levels in the organization. I heard Senge speak once,
and he noted (as I recall) that they were having less success than they
expected in creating sustainable change by persuading upper management.
Success seemed more correlated to winning over people somewhere in the
middle of an organization, closer to where the work is done.

In other words, maybe creating an LO is less well understood as a
hierarchically driven change event than as the spreading of crabgrass.


Bill Harris                             Hewlett-Packard Co. 
R&D Engineering Processes               Lake Stevens Division 
domain: billh@lsid.hp.com               M/S 330
phone: (425) 335-2200                   8600 Soper Hill Road
fax: (425) 335-2828                     Everett, WA 98205-1298 

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