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blarney36363636
If George Martinez does as his superiors at Landmark Education wish, perhaps it will not be long before all of Sterling Bank's employees volunteer performing menial tasks
I like this bit from Kamin's ~Methodology~ page.
[I've done some rough commentary, for ~enlightenment~ purposes:]
The Technology
There is a specific technology we employ in designing and tailoring the way we work with each organization.
[Geeeze Loueeeze, they just can't break themselves from ElRon's ~technology~ concept. It's always a dead give-away that this is scientology-derived.]
The principles of that technology are:
* Organizational cultures shape the reality within which people work;
[Uhhhhh...OK. But I could argue that people "shape the reality" of organizational cultures, but whatever...]
* The perceptions people have about their workplace very much determine their commitment in the workplace;
[Well, if my "perception" is faulty, either through deteriorating mental capacities, vision, hearing, comprehension, or some other failing, I could probably still muster up some formidable commitment, but onward...]
* You cannot buy commitment or scare people into being committed;
[Hmmmm....a nice paycheck has a way of ~bringing forth~ some pretty decent ~commitment~ on my part. And who says fear isn't a great motivater? Ask any ad-man.}
* The most potent way to maximize performance is to create a cultural climate in which people want to be committed, and then provide them the training, skills and resources to get the job done;
[Gee, if I were a cynic I'd suggest $$$ trumps "cultural climate" almost any day but I understand the general management objective of getting people to work harder for less money, which is another way of saying "maximize performance," I think.]
* If you wish to change the culture of an organization, you must first deal with the way people interact within that organization and build a level of communication that is very distinct from what one calls normal or ordinary communication;
[What if they use your ~technology~ to gossip, spread dissent, or undermine your authority (nowithstanding the "no gossip" policies)? That is if they resist the mandate of group-think that you are trying to impose? Will this enhanced (?) "level of communication" turn around and bite you in the butt (in the way Landmarkers often use Landmark against each other)? Or will they revert to normal or ordinary communication, thus availing themselves of your ~technology~ when it suits their purposes...]
* There needs to be clearly defined objectives and strategies that are meaningful and relevant – not just something that is written down and filed away;
[There needs to be an editor or a repeat bonehead English course for ~dummies~ in most of these ~human potential~ shops.]
* Speaking and listening are the keys to action; and
[Whoppee! I like to talk and to converse. Work, especially the hard stuff -- that's another matter.]
* Have people take on projects that require creating a breakthrough to accomplish.
[Uhhhhh....this sounds a little like sending people out on exhausting ~projects~ that keep them distracted and too tired to question you motives. Or another way to get more out of people than you're paying them for...]
Ellen