Interesting working metaphor, Michael.
Unlike Jason, though, I'd spend less time with the head (ceo) and more
time with the guts and organs. Guess I've met with far too many
designated leaders who had little real sense of what went on within the
company; they knew what they intended, and they knew their own beliefs,
but they seldom took time taking the pulse and really observing the
health of the body.
No, I'd go to the people who are most responsible for the accomplishments
and work done. Doesn't mean I'd ignore the ceo; I'd at some point get
her/his ideas as to what the co. vision is, and the many other questions
Jason proposed (good questions!). But I'd weigh this against how people
experience work.
And that's usually just how I ask the question of people. Their
responses may run all over the board, but common themes also emerge --
most often, themes that are at odds with how the ceo sees things. I've
also found, without asking a pointed question, that most people will
identify the dysfunctional parts of the body, the systems that don't
work, the extent to which trust and cohesion exist or not, the processes
that serve as barriers, the work climate and culture, etc. This is where
the heart of workplace wellness lies.
A company can have impressive market figures, and still be un-well. It's
only a matter of time before the disease or malfunctions begin impacting
the numerical measurements. And it always will, eventually: in
financial performance, in work quality, in the commitment of the people,
in recruiting status, in environmental and social responsibility, in
turnover, in accidents, whatever.
What's nice about this kind of triage is that it can take place anytime,
anywhere. It just needs someone who will listen and question, and take
what they hear seriously.
--Terri A Deems, PhD DAI/WorkLife Design tadeems@aol.com
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>