>At 19:32 11/26/96 -0800, Jane Wood writes:
>>HOW DO YOU BRING CHANGE TO A GOVERNMENT ORGANIZATION IN RELATION TO CAREER
>>INCENTIVE PROGRAMS. ADMINISTRATORS DO NOT UNDERSTAND THE DEVELOPMENT OF
>>EMPLOYEES WHILE WORKING WITHIN AN INCENTIVE PROGRAM.
I work with learning and the public sector quite frequently. In some ways,
this query reflects the multiple definitions of LO. It is not likely that
career incentive programs have much impact on learning. In terms of
affecting change: a more interesting question-to me- is how public sector
organizations can affect change beyond their walls?
My experience is that public sector clients can flourish when their focus
is directed out into the public. Discovering how communities informally
manage themselves, outside of government, and aligning formal
decision-makers with informal networks are two experiences I have
witnessed which can renew careers. A common thread I have found among
government workers is the desire to affect change on the ground. Many
become cynical witnessing the loss of connection to the ground and the
incentive prgrams often reinforce their internalization.
Peace
Robert Schultz Consulting
354 Fawn Dr Carbondale, CO 81623
970.963.3670 (voice) 970.963.9377 (fax)
*** Strategic Planning *** Systems Thinking *** Issue Management ***
--bschultz@rof.net (Bob Schultz)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>