LO's in Higher Education LO19928

Andrew Wong Hee Sing (andreww@petronas.com.my)
Mon, 16 Nov 1998 07:52:04 +0800

Replying to LO19834 --

Don Dwiggins wrote:
>"I'd be interested in discussing this effort, particularly the
prospects for "catalyzing a movement".
I share my views in the form of Object coded format, to be deposited
in Internet Knoweledge Database for Internet community. (i.e.
Outsights http://www.outsights.com). This is my 560th Object.

Goal: Catalysing a Quality movement

Fact: Quality Philosophy
Fact: Quality Movement

Symptom: Mission is to catalyse a Quality movement to an organisation.
Symptom: Self examination of underlying assumptions and beliefs:
Symptom: I believe people want to do quality work in a culture that
supports it.

Symptom: I believe that, by the right actions and words, I can tap
into that feeling in enough people to catalyse a movement.

Symptom: I believe that such a movement has as its root an individual
commitment to personal quality improvement, and to the desire to work
with others to make it a shared endeavour.

Symptom: I believe that, for such a movement to be sustainable,
corporate approval and sponsorship is necessary, but not sufficient.

Symptom: Quality cultures can be grown, but not built.

Symptom: Organisational quality grows from individual quality.

Symptom: An organisation can kill individual quality in its members,
but can't create it. It can, however, provide a fertile ground and

Symptom: Sustainable quality requires sustained learning and striving.

Symptom: Confident of support from upper management / sponsors.

Cause: Basic assumptions and beliefs seem to be appropriate to take up
the challenging mission.

Cause: The next big challenge is HOW to catalyse a Quality movement to
the entire organisation.

Fix: The person concerned has two distinct advantages in accomplishing
his mission : a) seemingly appropriate assumptions and belief, b)
support from upper management as claimed.

Fix: The next challenge is to test, verify, implement or experiment
these assumptions and belief with respect to a contextual situation,
particularly the perceived supporting upper management members, with
the person plays the following roles : observer, facilitator and
actual participant.

Fix: For example: Belief in "right actions and words" : Apply it to
the upper management members, observe their interaction, decision
making, dynamic and behaviour. How they resolve conflicts,
difficulties or differences in opinions. How their actions and words
affect / influence the rest of the organisation. Are there differences
/ under-current in their mental models underpinning their "actions and
words"? Do they use appropriate methodology for their collective
thinking process? Against all these observations, what is the values
and mental model of the person who acts as observer? So what really is
"RIGHT actions and words"?

Fix: Such observation, participation, with evaluation and reflection
resulting in what Learning that leads to further action - there
creating a catalyst for change?

Source: <a href="mailto:andrewwhs@hotmail.com">Andrew
Wong</a>, <a href="http://www.geocities.com/Athens/5621"
target="_blank">Web Page</a>

Andrew Wong
Organisation Observer and Thinker
Personal Coach & Organisation Coach
An associate of Outsights


andreww@petronas.com.my (Andrew Wong Hee Sing)

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