Ginger Shafer wrote:
<<If top management/corporate leadership will buy in to the process, they
will more naturally accept the results. If you try and sell them the
results, or outcomes, they'll want them now and won't take the time for
the process. >>
I wish things were always as simple as that.
Let me give two extreme-and-therefore-easy-to-discuss examples of a much more complex
situation.
Manager A says "Yes! I agree that the change programme will increase the productivity, profit,
employee and customer satisfaction". "Yes! I agree that is can make my job more pleasant. BUT
I'm not moving one inch now that I finally conquered a corner office and retirement is only two
years away." In this case you sell the results, but nothing happens.
Manager B also says "Yes!" to the results, but totally disagrees with the steps of the process, the
fact that outside consultants are brought in, that he isn't the project manager, or whatever.
Same result.
How do you capture this distinction between formal and informal (written/unwritten) arguments
and between end result versus process commitment?
Guido
-------------------------------------
Guido Thys
Affiliated Lecturer, University of Groningen, The Netherlands
Senior Consultant, MSP Associates, Amsterdam, The Netherlands
thysgc@pop.pi.net
Date: 06/13/96
Time: 11:44:38
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--Guido Thys <thysgc@pi.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>