Arthur says,
>> We've recently had a thread on
>> software that screens/threads/organises email -get some and screen him
>> out. And include me on the list, and Sherri Malouf and Ben Compton, and
>> other 'motormouths'. Then all you'll have is nice short soundbites, a sort
>> of MTV for the learning organisation.
I laughed at this because when I was growing up my older sister (2 years
older) was such a talker than nobody could stand to be around when she was
home. I can't tell you how happy we all were when she was old enough to
date; we'd sit home and joke about "inflicting" her on some poor innocent
guy.
At the same, time, however, Arthur raises an issue that I've been thinking
about recently. Why is it that there are always a few "talkers" in a group
and so many people who are essentially silent? I've seen this in nearly
every team I've worked with (excepting the current Continuous Improvement
Team I work with, where everyone seems to have equal say).
Taken a step further, why is that a few people seem to be the consistent
innovators and other people just go along with the flow? In the last three
years there are five of us who have made significant contributions to our
business in my department. The other 105 people just do their job, and
don't really think about how to improve our work. Honestly the five of us
are running out of steam. Someone else needs to pick up the slack, but no
one is stepping forward.
Can anyone help me explain these dynamics?
--Benjamin B. Compton bbcompton@aol.com
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>