Speed. Change. Time LO10478

Benjamin Compton (bcompton@geocities.com)
Mon, 14 Oct 1996 14:39:12 -0700

Replying to LO10447 --

pcapper@actrix.gen.nz wrote:

> (1) it is our experience that even many people who are very interested in
> the whole LO thing often have little or no theory in which to situate
> their interest - resulting in their continued adherence to totally
> incongruent components of their organisational practice even as they seek
> to move towards LO principles.

Bingo!

IMHO, it is the lack of theory or philosophy that inhibits an organization
from learning, growing, and changing.

What is there without theory?

Why do some managers refuse to admit that there is an abstract side to
business?

Why do managers, and often employees, seem to be totally blind to the
incongruencies of their own policies, procedures, and structures?

Without theory -- I prefer the word philosophy -- we're nothing as an
individual or as an organization. We can't know how to act, to interact,
or to create; we can't accurately anticipate (or understand) cause and
effect; and, perhaps most importantly, we can't create effective change
without an explicit philosophy.

-- 
Ben Compton
The Accidental Learning Group                  Work: (801) 222-6178
Improving Business through Science and Art     bcompton@geocities.com
http://www.e-ad.com/ben/BEN.HTM

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