Margaret asks some good questions about "breakthroughs" and the questions
and some of her earlier statements reveal the traps that lead to the
warnings of danger that I was giving. The signals for mischief are
already in the air (words).
Here's the first:
> I too am a consultant and it seems that there is a lot of pressure to
> produce breakthroughs for clients these days.
The danger signal is that clients want breakthroughs "produced". Not
pursued. Not goals created which are for learning. No! They want the
breakthrough and don't much care about the process, the learning or even
authenticity.
She then says she's heard many definitions but no practices. The
definition is not important - and a fascination with it is another warning
signal. The practices are not so mysterious - and they all involve
learning if there is anything but manipulation and motivation involved.
Then she writes the warning in bold (in the client's speaking):
> Currently I am working with a client who has modified the Japanese Hoshin
> idea and has just finished developing their "breakthrough objectives" for
> next year, which are in addition to the "normal" work.
The "breakthrough objectives" are not, I bet, objectives of learning. Nor
are they set for the learning that will be attained in pursuing them.
They are production results for their own sake.
Prediction. They might be achieved once with a lot of struggle and maybe
even positive energy. They aren't likely to repeat. Maybe once with no
pleasure. Then they will lead to resentment, resistance and cynicism.
> I would like to
> help them achieve their objectives.
Which do you want to help them achieve?
> 1. What are the lessons learned from having promoted the notion of
> breakthroughs?
The first lessons are to recognise the warning signs BEFORE you start.
That is, listen for them and pursue what you see as contradictions
relentlessly.
The second lesson is to go for results FOR LEARNING and not for the
results themselves.
The third lesson is that you don't need anything else.
> 2. Are there standard practices organizations can engage in that increase
> the likelihood of achieving BT objectives?
Break down as many hierarchical, bureaucratic and formal structures as
possible. Identify and break as much of the same hidden in the thinking
of the team involved. Make sure that it is a team (as in each requires
all for success). Have far more meetings for many purposes - the main
ones being relationship, thinking and information sharing - than ordinary.
Then have fun.
> 3. What is the role of consultant in helping companies produce breakthroughs
> in thinking AND action?
Be consistent with the above. BE consistent, authentic, etc. If you
can't be consistent, then be authentic about that.
It's not very difficult. All of the hard part is the corporate thinking
in the system and in each and every person involved - including you the
consultant.
--
Michael McMaster : Michael@kbdworld.com
book cafe site : http://www.vision-nest.com/BTBookCafe
"I don't give a fig for the simplicity this side of complexity
but I'd die for the simplicity on the other side of complexity."
attributed to Chief Justice Brandeis
Learning-org -- An Internet Dialog on Learning Organizations
For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>