The result will be that the organizations outputs (or processes) for
which the change was mandated will stay the same. The only
organizational learning that will take place is a renewal of the sense of
cynicism that "the more things change the more....", and those in whose
interests the original outputs (processes) operated will have "learned"
another way of maintaining themselves and their interests.
Mikeg
On Wed, 16 Nov 1994, John Conover wrote:
> Stephen Robbins writes:
> > > To try to initiate change by addressing only the most obvious
> > > "artifacts" of that principle operating, or by creating a new
> > > mission statement that articulates a set of beliefs that is counter
> > > to that operating principle is unlikely to succeed.
> >
> > Consider, for example, any form of legislation "mandating" a
> > balanced budget. You can mandate anything you like, but that
> > doesn't mean that anything will change. [A balanced budget actually
> > sets a numeric goal, which Deming has long warned against.]
> >
>
> Hi Stever. Could you cite a reference, or explain why, Deming warned
> against this? (I don't doubt you, I am just curious.)
>
> Thnaks,
> John
>
> --
>
> John Conover, 631 Lamont Ct., Campbell, CA., 95008, USA.
> VOX 408.370.2688, FAX 408.379.9602
> john@johncon.com
>