Replying to Ben [and see my LO7903 if you want to track it.
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Yes, we're seeing two sides of the same coin. Don't
misunderstand my message, I'm not suggesting that
people who indulge in divergent or even belligerent thinking
and communication should be automatically
excommunicated from an organizational community.
However, there is a point -- when I'm not sure -- that a
persons behavior begins to seriously and negatively impact
business performance. How long should a person be given
to improve their behavior before official action is taken?
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Ben: maybe I was thinking less of the individual who has a very specific
problem and more of the tendency of organisations to side-line or
excommunicate those who think differently. It is a balancing act because a
shared [in my language] pattern or memome enables an organisation. Without
it the organisation would not exist. It also limits. The 'pattern' of
parrot hood replicated in the parrot genome enables beautiful creations we
call parrots. It also stops parrots being/ becoming, say seagulls.
Similar' patterns' enable organisations, and limit them. I do not offer a
solution, only the thought that harnessing 'memetic diversity' is
important [vital?] to the organisation that wishes to generate a different
future.
Trying, Ben, to build on your questions
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And this leads me to another question (again, which I don't
know the answer to): What do you do when you have an
exceptionally belligerent employ who constantly refuses to
conform to clearly established social expectations?
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When do the clearly established social expectations enable and when do
they limit?
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BTW -- the person I described in my earlier message has
since revealed he's going through a divorce, dealing with
some pretty hefty problems with his daughter. I don't want
to get too detailed here, but perhaps the frustrations felt
from a difficult marriage and family life have been
expressed in his work. He's in therapy right now . . . we'll
see how things work out.
Dealing with peoples personal problems at work -- in
context of an organization that seeks to have a shared
meaning and collective intelligence -- is an whole other
issue.
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I guess its that whole other issue that I am talking about. Is their a
distinction to be made between people who have problems and problem
people. It seems to me you are describing the former whilst I am
encouraging organisations to value the latter.
Any more offerings on dealing with mental diversity?
If Price
The Harrow Partnership
Pewley Fort Guildford UK
101701.3454@compuserve.com
--Dr Ilfryn Price <101701.3454@compuserve.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>