Peter & Other LO Colleagues -
Some things that have worked when "gurus" appear:
(Remember: "gurus" are sometimes described as "those who ride into town,
shoot out all the windows, and leave 'them what are doing it or trying to
help others do it better,' to clean up the mess!")
1) Be sure the guru / expert appears far enough in advance to meet with
both formal company leaders and at least one group of other company
members who are interested. Small group discussions of one - 1 1/2 hours
will help the guru learn more about the company than you have probably
been able to communicate. Remember Deming's admonition that management
"owns" the systems, processes and procedures -- the cause, according to
Deming, of 90+% of all problems. Front-line members know how to fix these
process and systems problems, if only they had permission and support
(including recognition and rewards) from "management." Long way of urging
you to invite front-line members to also hear your expert.
2) Ask the expert to customize her/his "regular" speech to the
opportunities and problems she/he found in the small-group discussions.
3) Even better if the expert prepares a "one-pager" of these key points
as a handout for the large-group meeting(s).
4) Members of the company can then make notes for the follow-up
action-planning meetings you invite company members to attend, if they
choose, to discuss "what next, what now, what better, and how -- who does
what by when?"
5) G.E's. "Workout" process may work well for these follow-up meetings:
front-line members and formal leaders in large-group meetings at which
problems are presented for immediate response by formal leaders
responsible. Three acceptable response are: "Yes, good idea, we'll do it!
"No, we won't / can't adopt this idea, for the following reason(s)....
"Lets study this. I need a small team (often headed by the idea presenter
as "idea champion) to study this and make a recommendation within X days.
Who wants to be on this study team?"
Hope this helps. Please also share other ideas you receive. As a
learning resource...
Dick Webster
Richard S. Webster, Ph.D. - President
Personal Resources Management Institute (PRMI) - Worthington, OH
e-mail <webster.1@osu.edu>, fax 614-433-71-88, tel 614-433-7144
***
Institute R&D projects address the paradigm shift from "training,
instruction and teaching" to "learning"--a key change for those seeking
continual improvement of enterprise (companies and other organizations)....
PRMI is a 501(c)3 non-profit research, development and consulting company
founded in 1978.
***
Thought: "Things are getting better and better and worse and worse faster
and faster" (Tom Atlee). Challenge: finding and building the "betters," in
time. Idea: try learning: each person's responsibility and opportunity,
with the organization's encouragement and support, recognition and reward.
--"Richard S. Webster" <webster.1@osu.edu>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>