It is not such a delight to be forced to admit (de-lurking is such a hard thing to do) being one who has taught Organizational Behavior to college students for almost a quarter of a century. (Ouch. That hurt.)

At the top of the list of greatest surprises in that span of time is the surprising hostility from MBA students when faced with a course called, “Organizational Change and Transformation”. Egads. They hated the very idea. They certainly hated me and the class for making them even think about change. Since then, I have come to respect that attempting significant organizational change is an opportunity for martyrs.

As long as organizations are organized in the spirit of Frederick Taylor, change and adaptation will be attempted “top down”. It doesn’t work.

Organizational flexibility and adaptability must come from the bottom up. Those in the higher levels of an organizational hierarchy will figure out very quickly that bottom up change is a threat to their privileged status.

It takes an incredible commitment by an organizational leader to build a learning organization that will embrace change. How many leaders are willing to yield control? That’s the kind of place where I want to work.

Then you are not working in a Lean Manufacturing environment. It sounds like you work in a more traditional environment where you are seen as a “drone” rather than a dynamic, continuously improving Lean team member.

I am a creative person. But everyday I sit and do accounts payables and receivables. It is pure will power that keeps me from exploding into a million little pieces. My motivation is will power.

In order to be focused you have to be forced to solve a problem, to think. But what if you are not required to think?

Oh well. Lunch is over. Back to the bills.