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At 01:25 11-12-2001, Peggy Holman wrote:<br>
<br>
<blockquote type=cite cite>After looking closely at 18 approaches to
changing human systems for The<br>
Change Handbook, my own conclusion is similar to Ralph's. What I
have come<br>
to believe is that the choice of approach has more to do with
chemistry<br>
among practitioner, method and client than anything else. They all
have the<br>
potential to transform. Further, I've concluded the choice of
process has<br>
much to do with the beliefs of the practitioner.</blockquote><br>
I could not understand, Peggy, if all the 18 have the potencial to be
useful to<br>
create good meetings or if they have the potencial to profoundly
transform<br>
the organizations where they have been applied.<br>
<br>
If it were the second hypothesis that you stated, I would like to
know<br>
if you are telling your opinion or if you have researched (action
research?)<br>
enough cases of companies that applied those methods to conclude
that.<br>
<br>
The point is that my information until now went in a different
direction.<br>
For instance, see the interview with Peter Senge to Fast Company in
1999<br>
in
<a href="http://www.fastcompany.com/online/24/senge.html" eudora="autourl"><font color="#0000FF"><u>http://www.fastcompany.com/online/24/senge.html</a></u></font>.
<br>
<br>
The 1st question was "What's your assessment of the performance of
<br>
large-scale change efforts over the past decade?" <br>
<br>
Senge answered (in part):<br>
<br>
"My own experience at MIT and at the Society of Learning (Sol) has
mostly <br>
been with big companies. How much change have they actually accomplished?
<br>
If I stand back a considerable distance and ask, 'What's the score'"
I <br>
have to conclude that inertia is winning by a large margin. Of course,
<br>
there have been enough exceptions to that conclusion to indicate that
<br>
change is possible. I can identify 20 to 30 examples of significant
<br>
sustained change efforts in the SoL community. On the other side of the
<br>
ledger, there are many organizations that haven't gotten to first base
<br>
when it comes to real change and many others that have given up trying.
<br>
When I look at efforts to create change in big companies over the past 10
<br>
years, I have to say that there's enough evidence of success to say that
<br>
change is possible and enough evidence of failure to say that it isn't
<br>
likely. Both of those lessons are important."<br>
<br>
So it seams that change is not easy and probably not all methods are
equal.<br>
By the way this was an interview after the publication of "The Dance
of Change"<br>
where some methods and disciplines were not so empathized as in the past
and<br>
some new ones were referred - like the concept of Communities of
Practice<br>
and the OST methodology ;-)<br>
<br>
Regards<br>
<br>
Artur<br>
<br>
<br>
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