David Reed shares:
> And yet, their performance measures and reward systems have not changed.
> They see change is needed and they are trying to respond. But, they aren't
> being rewarded for doing what is necessary to change. Their superiors are
> measuring them on returns, costs, results; not happy organizations. Learning
> is good, but do it off-hours! (I know, this infuriates me too) I suggested
> to one individual that they allocate one full day a week to team learning.
> This way, they can develop the necessary shared mental models and systems
> view to learn what they need to accomplish. But how do they allocate 20% of
> their team's time to something that is in direct competition to performance
> measures? They know its the right thing to do, but in light of their goals,
> they can't "afford it.
> The system is broke. I know it, you know it, they know it. Now, how do we
> fix it?
I believe the leverage point is in the perfromance measures and reward
system which, as you mentioned, has not changed. To me, that was/is what
the TOTAL in TQM stood for--look at the organization's underlying
assumptions (observable as performance measurement) and see what behavior
is elicited as a result. As Ely Goldratt wrote in _The Haystack
Syndrome_: Tell me how you'll measure me and I'll tell you how I'll
behave. If you measure me in an illogical way, don't complain about
illogical behavior."
--Ginger Shafer The Leadership Dimension "Bringing Leadership to Life" vshafer@azstarnet.com
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>