Conversations
with Rob Lebow
Achieving Accountability
Through Shared Values
Rob Lebow
Master
teacher, platform keynote speaker, author of the U.S. bestseller,
A
Journey into the Heroic Environment, and co-author of Lasting
Change and Accountability
Editor's
note:
This is a summary of the "Conversations with Rob Lebow"
held in January, 2004. The monthly STAR Series Dialogues are
moderated by world KM luminaries who volunteer to discuss topics
in email digests with AOK members over a two-week period.
Summary by Carol
Butler
The STAR Series
Dialogue with guest host Rob Lebow (master teacher, keynote speaker,
and author) focused on Accountability and what Rob and his co-author,
Randy Spitzer, term Shared Values. Rob and Randy believe that
most people want to do a great job, and that some organization
cultures build on that by trusting and empowering employees;
others stifle it. Experiments and constructive discussions can
be more effective than quotas and other standard productivity
measures. Top-down driven processes are inflexible.
The group began
with a discussion of the role of management in enabling a trusting,
energized workplace. Carl Frappaolo noted that management is
not always to blame when KM fails, but Mark McElroy wondered
who was responsible if management was not. Rob Lebow suggested
that differences could be resolved by replacing their control-based
metaphors with freedom-based metaphors.
Rob Lebow introduced
8 shared values, determined through an analysis of results from
an extensive 1972 survey looking for a connection between job
satisfaction and performance. He explained how in a freedom-based
culture with core shared values the manager's role becomes one
of "Wise Counsel," and the individual is responsible
for his or her own learning.
Several people considered
these concepts while making a distinction between knowledge management
and knowledge processing (KM v. KP). Mark McElroy proposed an
alternative approach, which embraced the open approach for learning
behaviors (KP) but allowed for the controlled approach for management
("directing the business processing activities of its employees").
Rob Lebow disagreed
saying "Studying how a business gets better at reducing
mistakes, without blame, not quotas is the key."
Dirk Scheuring saw
a distinction between the Management and Leadership functions,
and expressed concern whether values could be forced on others.
Randy Spitzer saw that as a concern in a control-based culture,
but felt in a freedom-based culture where shared values were
discussed, it "is really an agreement to treat each other
like 'adults;' that is, with respect and dignity."
Dave Snowden wondered
about the universality of the 8 Shared Values and the validity
of the survey analysis process. He felt the ideas proposed by
Rob Lebow were too restricted. There was a place for control-based
environments and it was a question of balance. Dirk Scheuring
proposed a Knowledge-based model based on a root conflict of
knowledge v. the lack of knowledge (as opposed to freedom v.
control). Jack Ring analyzed all these contributions and suggested
"values (not mouthed but lived) determine behavior."
Rob Lebow closed our discussion saying, "While great customer
transactions are the engine that drives operational success,
shared values are the oil that keeps the engine running smoothly."
Archive
of the full dialogue is posted as a PDF file.
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