I love Sherri's tongue in cheek message (or not so tongue in cheek)
I believe she describes what many of us see in our contact with
businesses. Sometimes it is deliberately like her description and at other
times happens to be that way unintentionally (ie people really don't
realise the impact of their behaviour)
My take on this, or at least a part of my take, is that we (the people who
believe in LO's and people development) don't like it being this way. So
when we see profitable organisations managed in a Command and Control, or
'fear' or 'intimidating' way we get upset etc.
Rol siad in his posting that organsiations like this don't last. They
sometimes last a lot longer that we do. They are often more successful (in
the owners terms) than we are. Sure they wreck many people along the way
and we have relatively little impact on manager/owners/leaders who behave
Whilst things are changing across the piece, the ideals of people who
contribute to this list are becoming more widespread we have a very long
way to go.
The question I would most like answered is "How do we get senior people to
understand the benefits to them and their organisations of putting
learning highter up the agenda?"
We all do it in our own way, we have successes and whenever I speak to
Line managers, even those who believe in it, it (LO stuff and development)
only occupies a small part of their day. It is our day!!!
I try to maintain my passion and energy for change. I try to work with my
clients in ways that move them forwards from where they are. Where they
Transition Partnerships - Harnessing change for business advantage
email@example.com (Ian Saunders)
Learning-org -- An Internet Dialog on Learning Organizations For info: <firstname.lastname@example.org> -or- <http://world.std.com/~lo/>