At a company one of the strong assumptions revealed by the management team
was: "fellow managers are guilty of corruption". This came from a fairly
down-the-line diagnosis based on Argyris' method.
The question I have is: are such issues (and there are others of a similar
gravity), which imo are career threatening to senior management and
potentially explosive to the entire organisation, suitable subjects for
learning via improving the quality of conversation amongst management?
"Ian Lawson" <firstname.lastname@example.org>
Learning-org -- An Internet Dialog on Learning Organizations For info: <email@example.com> -or- <http://world.std.com/~lo/>