Greetings. Been following the list but not contributing much lately.
On this thread, it's been interesting.
Gene Taurman and Doc Holloway have been engaging, and Gene said:
>I believe it is the top management. Often however their, self perception
>does not include accountability for how well the system works or for
>attitude....
((Gene also included:
>"I know you believe you understand what you think I said, but I am not sure
>you realize that what you heard is not what I meant." S.I. Hiyakawa
to which I'll add:
I didn't say that I didn't say it.
I said that I didn't say that I said it.
I want to make that very clear.
George Romney ))
I am never sure about this, since it varies so much from organization to
organization. The view from the front is much different than the view
from the back. Yet wagon pullers are also isolated from much of the
reality while pushers have hands on experience and know when things don't
work.
Conversely, with the Y2K situation, it is most certainly a top management
responsibility to see the Big Picture.
Yet, most people seem to avoid being accountable if they can help it. Yet
everyone most certainly plays a role.
I can't generally figure all this out. But a good quote comes to mind on
overall responsibility:
"In an avalanche,
each snowflake will claim its innocence."
The pendulum siwngs pretty fast, back and forth and I think all must share
some responsibility for everything and none have all the responsibility.
Trying to have a silver bullet for such a moving target is an interesting
challenge.
--For the FUN of It!
Scott Simmerman, Ph.D. Performance Management Company - 800-659-1466 mailto:SquareWheels@compuserve.com
A great source for FREE tools and information on organizational development: <www.SquareWheels.com>
"Even caterpillars can fly if they would just lighten up!"
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