Management Commitment LO7928

Dr. Scott J. Simmerman (74170.1061@CompuServe.COM)
17 Jun 96 17:47:28 EDT

Replying to LO7917 --

Susan Heathfield, in LO 7917, had said in part:

>I try to devise processes wherein senior management is part of creating the
>process or the solution at every stage. Thus, when ideas are implemented,
>managers have been part of the process so intimately that it is their
>process, too.

Agreed. Because, "Nobody ever washes a rental car."

We must transfer ownership, somehow, to the senior management, in order for
them to "buy-in" (-- look! There's that Word again! --) to any change
process.

So we seem to mostly agree on the issue but have trouble with the language.

The other reality is that, "Ontogeny Recapitulates Phylogeny," a concept I've
discussed briefly in this Forum before; one that isn't really true but does
capture interest (intrigue?) when I use it in my presentations. )Yep, even
got it on a transparency!)

Not to get into the biological underpinnings herein, I apply the concept to
organizations with the thought that the implementation plans with the highest
probability of success are more than likely the implementation programs that
parallel the ones that succceeded in the past. Similarly, the ones that
parallel the unsuccessful ones will more likely be unsucessful.

(This is not Rocket Science; that is something else entirely.)

So, to create additional "buy-in," I suggest the team work to identify
successful as well as unsuccessful * past * strategies and model thereon. Do
the things that made the successful ones successful and avoid the specifics
that caused the unsuccessful programs to fail.

Remember, the Round Wheels are already in the wagon,

For the FUN of It!

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Scott Simmerman 74170.1061@compuserve.com

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>