On Mon, 8 Sep 1997 08:28:33, replied RE:Reply to TRUST Question>
>Dear List,
>We have been spending the last 4 months developing a Vision,
>Mission and Value System.
If there is the size of gap between the perceptions of upper management and
"workers" that you message implies then be aware that youall have not
formed a vision but have conjured up an hallucination.
From your description of the concerns of the troops I suggest that the
troops need some remedial training regarding "what is a business, what is
profit, where does it come from and what if it doesn't" And they need four
or five more modules of understanding.
Before your executives spend much more time trying to be leaders they
should decide what game they are in and how to win -- then they will know
how to lead. George Custer was a great leader. Leadership, itself, is not
a rational goal.
Incidentally, did your survey show that the trust gap among peers increased
with organizational level? That is, was there less distrust of peers at
the line management level than at the VP level?
Thanks for your attention.
>
>------------------------------
>
>Date: Mon, 8 Sep 1997 09:53:04 -0400
>From: Charlie Wankel <
cx@WORLDNET.ATT.NET>
>Subject: Termpapers for sale
>
>I just read interesting article on termpapers for sale
>or even for free for students on the Internet on today's
>CNN Interactive:
>
http://www.cnn.com/TECH/9709/07/illicit.papers/index.html
>The article notes:
> inventive teachers can make their assignment almost
> cheat-proof. If you couch the assignment in a creative way
> ... and if students ... have to transform the information
> ... then you may curb illicit work .... That kind of strategy
> ... will force to students do more than simply download
> their education.
>
> Are students doing this in management courses? If
>so, on what topics etc.?
> Charlie Wankel
> manager, Mg-Ed-Dv
>
>------------------------------
>
>Date: Mon, 8 Sep 1997 10:54:20 -0400
>From: Charlie Wankel <
cx@WORLDNET.ATT.NET>
>Subject: B-School Rankings
>
>The current Business Week online has a an article
>ranking American business schools, on USC's global
>push, and on B-school websites:
>
http://www.businessweek.com/tocs/bschools.htm
> Cybercollegially,
> Charlie Wankel
> manager, MG-ED-DV
>
>------------------------------
>
>Date: Mon, 8 Sep 1997 22:45:40 -0400
>From: "Gloria J. Callender" <
gloriac@IX.NETCOM.COM>
>Subject: Re: Termpapers for sale
>
>Charlie Wankel wrote:
>>
>> I just read interesting article on termpapers for sale
>> or even for free for students on the Internet on today's
>> CNN Interactive:
>>
http://www.cnn.com/TECH/9709/07/illicit.papers/index.html
>> The article notes:
>> inventive teachers can make their assignment almost
>> cheat-proof. If you couch the assignment in a creative way
>> ... and if students ... have to transform the information
>> ... then you may curb illicit work .... That kind of strategy
>> ... will force to students do more than simply download
>> their education.
>>
>> Are students doing this in management courses? If
>> so, on what topics etc.?
>> Charlie Wankel
>> manager, Mg-Ed-Dv
>
>------------------------------
>
>Date: Mon, 8 Sep 1997 20:51:14 -0700
>From: Jack Ring <
jring@AMUG.ORG>
>Subject: Re: Leadership and Trust
>
>On Sun, 7 Sep 1997, Bob Gately wrote: Re: Leadership and Trust
>---snip ---
>>Interesting, sneaking in remedial training, I like it, but what happens
>>when a manager recognizes it as remedial training? After all, we are saying
>>that the managers do not know how to communicate effectively.
>>
>Bob, (and others)
>Apparently, I was not clear. WE are not saying that managers do not know
>how to communicate effectively. I, for one, think most are better than
>average -- at least in one direction. My point was not about competency in
>communication but about knowing what subject to communicate about and at
>what pace. They must be pretty good at those factors with their superiors
>else they would not have been promoted. They are less good with peers (the
>teamwork problem) and somewhat good with customers (or at least they
>acknowledge they need to be) but less good with suppliers and even less
>with employees. And the greater the organizational distance, the worse
>they are.
>
>Now, most people who try to help go at it with a presumption that managers
>are poor communicators. Thus they project the message to the managers that
>the managers need remedial training. I did not intend to sneak in that
>thought. I intended to communicate that if the "remedial" tone is there,
>it will be recognized and managers will balk and shun anyone trying to be
>of help.
>
>Rather, if they are acknowledged as skilled at communication and helped to
>understand what subjects they should be communicating about (and how to
>find out what messages people want to hear) and at what pace (the relative
>frequency of asking questions to making assertions), then they become quite
>effective at opening both the openness and the feedback dimensions of the
>JoHari window and are perceived much more positively -- by peers,
>customers, suppliers, employees, family and even themselves.
>
>It is not about communication. It is about subject matter and pace.
>Skilled communication about the wrong topics at the wrong time is just
>about as bad as no communication at all. Was it Mark Twain who said 'tis
>better to keep quite and be thought a fool than to open your mouth and
>confirm it?
>
>Jack Ring
>Innovation Management
>602-488-4615
>
>------------------------------
>
>End of MG-ED-DV Digest - 7 Sep 1997 to 8 Sep 1997
>*************************************************
Jack Ring
Innovation Management
602-488-4615