In a message dated 30, Dec 1995 (LO4504) you wrote:
"....Based on my experiences in a downsizing
corporation, I have found that some individuals are
committed to and take the initiative in their own self-
development, while most others wait for someone else
to do it for them.
"With corporate America espousing "employability"as the
new job contract, replacing the old contract of job
security/entitlements, why aren't more individuals taking
responsibility for their own self-development?...."
I had to respond to this segment of the message because
I was asking myself the same question a few months
back. I have undergone a dramatic transition in the last
18 months (in attitude). I attribute much of this to what I
have been exposed to during this time. Much of it came
by way of books, magazines, newspapers and now this
mailing list. Granted, I took a sudden interest in
organizational issues. I have since developed a small
network of co-workers whom I have shared the information
with and it had a similar effect on them as it did on me.
To give you an some idea of what my attitude was before
and what it is now, I'll share just a few items:
1) I felt I had a job "for life" (entitlement); now I feel a need
to learn as much as I can to make myself more
valuable (employable).
2) I did not want anymore changes and "resisted" (silently
and not so silently) to anything new mananagement
wanted to try; now, I feel there is a much greater risk
in standing still. However, involve us in some of the
decision making and in the change process.
3) "Us" workers and "them" management. Now: Partners
with skills in different areas of the business.
Note: This is the point that someone ususally brings up
the compensation gap between workers and execs.
I'll take my cue from Stephen Covey by not
focusing on my "Circle of Concern". I will however,
work in my "Circle of Influence" by treating them
(management) like partners. I have found this to
be effective in helping them to understand it is to
our mutual benefit that we work collaboratively.
4) Inflexible; now very flexible.
To answer the initial question brought up here, I feel strongly
that organizations can benefit greatly by helping their people,
at all levels, understand essentially, "what's in, what's out".
I just submitted a suggestion to include a "video learning
session" (or audio, book, etc) once per month for an hour to
facilitate this exact thing. There are so many tools out there
to help people understand what is driving the changes;
how it is different from the past. Even "The Goal" by Eli
Goldratt comes in a 1 hour video. Upper management had
been attempting to introduce something new and very
unpopular and when they asked for employees to get
involved in it's developement, I did so, with the intent of
derailing it. Much to the disappointment of my peers, I
bought into their plan and spent tremendous creative
energy helping to make it successful. This came after
having listened to "The Goal" in the 12 hour audio version.
I no longer felt threatened by what management wanted
to implement.
In all of my babble here, I think what I'm trying to say is
that we assume that people understand the circum-
stances as we do. Most front-line workers and even
supervisors and middle managers are not exposed to
enough information to help them along (my opinion).
Indeed, some will choose not to change, despite all that
is placed in front of them -- but it is a choice, isn't it?
-- Diane M. Korzeniewski ToCOLLABR8@aol.com