GREGG OKUNAMI asked about how to gain commitment to a project.
> I started to think about the need for a driver, which resulted in
> thinking about Senges ideas about compliance vs commitment. Utilizing
> a driver or someone to be accountable is an example of an
> organziational model based on compliance.
The compliance based model is that of a hierarchial organization.
Commitment is most easily gained in a model in which the committed have
control rather than their 'superiors' having control.
> As part of moving more towards commitment, I asked myself a practical
> question, "what things can I do to generate commitment in people
> working on a project?"
I think that you must first establish clear goals and objectives that your
people can commit to. Look at GE, Jack Welsh almost immediately set the
goal of being either first or second world wide.
Then I think you have to form small teams each of which can be committed
to delivering a definable part of those goals and objectives. Small teams
are better able to establish intra team relationships that allow the next
Control of the teams must be turned over to them. Instead of 'driving'
the teams managers must take the role of clearing out any obstacles the
team is not able to clear. Once the teams have control of their own
responsibilities they are ready for the next step.
The objective of the teams must be coordinated among them. This too is a
process that should be under the control of the teams themselves. At
first this coordination is a function of 'management' in the hierarchy.
This function must transition to inter team responsibility and control.
What does this take from management? You have already noted some
> a. Be committed yourself.
And your commitment must be to turn over all control to the teams. This
is a large stumbling block to managers.
> b. Let the other person choose.
I think that it goes beyond just letting the other person choose. You
must force the choices (decisions) into the team. Every time a team
presents several options your response should be, '... well do one.' Give
them control by not controlling.
> c. Be on the level. No promises or hype or trickery.
Moreover walk your talk. Ask the teams to be on the level, no false
reports of progress no hiding their uncertainty.
I'll add d. Celebrate victories with pizzazz, wave the flags high.
analyze them and publish what worked and what
didn't work. Create heros and heroines - they create
What is needed is to create the drivers from within people.
email@example.com Bill Hobler
Learning-org -- An Internet Dialog on Learning Organizations For info: <firstname.lastname@example.org> -or- <http://world.std.com/~lo/>