>Keith Cowan (LO9362, 96-08-22) writes about a using a "hands-on" approach:
>
><<.... So let me reinforce your points which you made so well.
> People respect those that have "been there" and will put out
> when they respect their leaders. Leaders that do not know "their"
> business develop a rift in spite of all the efforts.
[most clipped]
Yes, an excellent story with much insight!
IMHO, all organizational change is social in nature. If the social piece
is not completed[Keith revealed some excellent methods] than nothing else
works -- no matter what! Many org change projects [i.e. BPR] look at the
'logic' of work [too many handoffs, central data base, etc.] but not at
the emergent 'social' aspects of work which reveal the real processes
[usually invisble]. Keith gave us a simple story that shows that both
have to be adressed for success. Thanks!
Valdis Krebs
Krebs & Associates
Cleveland, OH
--"Valdis E. Krebs" <InFlow@cris.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>