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RE: [ba-ohs-talk] Learning Groove

Murray,    (01)

As is the case so many times in matters such as this thread, we are in
violent agreement!    (02)

My goal is to make observations. My opinion is different.    (03)

One opinion is that it doesn't make sense 'to work around' prevailing
methods as if they are defective. Pursue Open Systems in a mature,
deliberate and logical manner. It sounds like you've taken Scott-san's
playful interaction with Bill-san way too seriously.    (04)

I am a pioneer of Open Systems, having led InterBusiness Networking at HP in
the early 80s. Back then, DEC was the 800 pound gorilla. We built an HP
AdvanceNet onramp to Vax. We were scoffed and derided -- and right.    (05)

Finally, my main concern is that you would dismiss a very promising suite of
breakthrough innovations based on its alignment with a firm that you
dislike. I don't think that is constructive or responsible.    (06)

Anyway, here is a paper that may help you and others in our quest.    (07)

Cheers,    (08)

jtm    (09)

--    (010)

How to Start an Insurrection, by Gary Hamel    (011)

Ready to build a grassroots movement in your organization? As you've
probably already guessed-there's no secret handshake. But the pioneers
of corporate activism offer some guiding principles you can use to blaze
your own trail.    (012)

***Build a Point of View
A point of view must meet four tests: it must be credible (supported by
data and facts), coherent (the logic must be consistent and clear);
compelling (speak to peoples' hearts as well as their intellects); and
commercial (show how your business concept will generate wealth).    (013)

***Write a Manifesto
A manifesto is like a virus-use it to infect others with your ideas. A
truly contagious manifesto must: build a case for both your intellectual
and moral authority (your cause must be both economically sound and
undeniably in the bests interests of the organization and its members);
capture peoples' imagination by painting a picture of what is, what is
coming that causes discomfort, and what could be that inspires hope.
Challenge people to look the future in the eye; convince them that
inaction is tantamount to treason; that revolution will bring both power
and possibility.    (014)

***Create a Coalition
It's easy to dismiss corporate rebels when they are fragmented,
isolated, and don't speak with a single voice-but a true army of
like-minded activists cannot be ignored. Your goal is to enroll and
embolden the latent activists. Create a magnet for people throughout the
organization who harbor the same revolutionary tendencies you do. Use
the intranet, email listservs, on-line discussion groups, brownbag
lunches-anything that creates opportunities for communication and
collaboration among the brethren. Stay underground, at least initially,
until your volunteer army has become an unstoppable groundswell.    (015)

***Pick Your Targets/Pick Your Moments
Activists create movements, not mandates-you need to hone in on a
someone or group of someones who can yank the real levers of power. Stop
viewing senior management as out-of-touch reactionaries, and start
viewing them as potential allies. Plot all the various avenues of
influence that lead to your desired targets: court the executive
assistants, find out who the top guy relies on, attend meetings,
workshops, or conferences your targets regularly attend. Every impromptu
meeting, every hallway conversation is a chance to win another convert.
Ultimately, you'll need to go one-on-one with your target. Your "big
moment" might happen unexpectedly, so always have your elevator speech
ready. Know what you want to ask for-keep it small and simple. Make it
easy to say yes.    (016)

***Co-opt and Neutralize
To change your company, you are going to have to learn to co-opt at
least some of the aristocracy into your revolutionary cause. To do so,
your campaign must disarm, not demean-and it must be waged according to
these vital principles: *create win-win propositions for the top brass;
*focus on reciprocity: you borrow a few key people from a department,
you send them back with prototypes for cool new products; *work hard to
avoid an "us versus them mentality"-make divisional leaders see you as a
catalyst for change rather than as a competitor for resources and
promotion.    (017)

***Find a Translator
Still not getting heard? Don't be surprised. The very things that make
you a revolutionary make it difficult to build a base of common
understanding with the disciples of orthodoxy. You need to find a
translator who can help build a credibility bridge between the old view
and your view-someone who is plugged into the future, who is naturally
curious, and who may be shopping around for an interesting point of view
to sponsor. Senior staff and newly appointed executives can be good
prospects-both are typically in search of an agenda to call their own.    (018)

***Win Small, Win Early, Win Often
All your organizing efforts are worth nothing if you can't demonstrate
that your ideas actually work. Start small: search for small projects
that offer the greatest potential impact for the smallest number of
permissions. Look for the early win: focus on projects that will
engender maximum visibility with minimum investment risk. Be careful not
to over-promise: never make your new concept an "all or nothing"
proposition. Every grand strategy must begin with some little
"stratlets"-you have to help your company feel its way towards
revolutionary opportunities, step-by-step.    (019)

***Isolate, Infiltrate, Integrate
In the early stages of your activist campaign, you may want to isolate
your projects from the rest of the company so they can grow removed from
bureaucratic controls and orthodox thinking. But eventually, a
large-scale opportunity will require a large-scale resource commitment.
To get the capital and talent you need, you'll have make allies out of
those who control them-you'll have to infiltrate their minds and hearts
with your intellectual agenda. Ultimately though, your experiments must
do more than attract resources away from incrementalist projects, they
must take root throughout the organization and send out runners that
will transform the landscape. Wholesale integration is the ultimate
measure of success for a corporate activist.    (020)

--    (021)

-----Original Message-----
From: owner-ba-ohs-talk@bootstrap.org
[mailto:owner-ba-ohs-talk@bootstrap.org]On Behalf Of Murray Altheim
Sent: Friday, April 12, 2002 6:17 AM
To: ba-ohs-talk@bootstrap.org
Subject: Re: [ba-ohs-talk] Learning Groove    (022)

John Maloney wrote:    (023)

> MA -
> Thanks for your thoughtful and well-conceived reply.    (024)

The "En Garde" before the "Prise de Fer"?    (025)