Michelle Cooper, in LO18931, said (in part):
>GE and other leading companies have institutionalized this (Teaching
>Organization) by having top management including CEO Jack Welch regularly
>participate in training programs. This seems to be the next step in the
>evolution of learning organizations.
This is one of the most common missing factors and the lack of involvement
is a causal component of why many if not most training programs and
corporate improvement initiatives fail.
Playing with concepts, envision that most organizations push the wagon
uphill and the desired outcome of most communications is to get the wagon
rolling downhill - to build some momentum for improvement and change.
Now, imagine that the current leaders have been recognized and rewarded
for their efforts, in the past, for making organizational improvements.
Realize also that they are good "wagon pullers."
Now, these people should feel pride of ownership in making these
improvements. They have implemented round wheels in a Square Wheel World.
But, "The Round Wheels of Today become the Square Wheels of Tomorrow."
It's about continuous continuous improvement.
So, envision the wagon rolling faster than ever, downhill. And the old
safe strategy of pulling the wagon forward no longer works. The most
easy-to-predict behavior will be resistance, the wagon puller with his
back to the wagon resisting the change.
"Nobody ever washes a rental car."
It is CRITICAL that we get managers involved in the efforts of change and
learning. To not do so is to invite failure over the long term.
--For the FUN of It! Scott Simmerman <www.SquareWheels.com> mailto:SquareWheels@compuserve.com
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>