Archive for February, 2002

Emporium Opens

Thursday, February 28th, 2002

The weidemannia emporium is now open for business. Purchase artifacts with some of your favorite designs to keep the weidemannia experience close to your world away from the computer. Remember, its all in fun – but you might be seen by your friends as a trendsetter.

Thursday, February 28th, 2002

Did I ever tell you about the time I served in NAM?

Kotter’s "Leading Change"

Saturday, February 23rd, 2002

Sitting here reading “Leading Change”, by John P. Kotter, I thought I would reflect on his exhibit Eight Errors Common to Organizational Change Efforts and Their Consequences and how they relate to my current situation…

Common Errors

Allow too much complacency: Change is “hard”, so if the change leadership only does what is easily accepted by the people it is trying to change, you aren’t really changing anything. You are selling out. Score: 0

Failing to create a sufficiently powerful guiding coalition. Well, intent has no value. Call it a steering committee. Call it a leadership board. Hell, call it a tribunal. Bottom line is if they don’t do anything, they might as well not exist. Score: 0

Underestimating the power of vision. It is obvious to me, after 3 years of effort, we are still debating on what the vision is. However, not all of us are blind to the critical importance of the vision. Score: 0

Undercommunicating the vision. You can’t communicate something you don’t know. Score: 0

Permitting obstacles to block the new vision. Again, no need to open your eyes if the lights are not on. Score: 0

Failing to create short-term wins. Well, maybe there is something we can take credit for. The payoff of our efforts has been actually creating a wave of behavior changes that are impacting more and more employees. The team is attempting to celebrate the success. However, in the back of our minds, we know they will be forgotten if the culture doesn’t change for good. Score: 1 (with conditions)

Declaring victory too soon. My take is that if you accept lower budgets for your team, you are accepting the fact that those with the money feel you have accomplished things, and can probably do more with less money. The overlords have declared victory, but the soldiers on the front line are wondering where the hell the bullets and mortar shells are coming from. Score: 0

Neglecting to anchor changes firmly in the corporate culture. No where close to anchoring anything in this company – that is unless the boat sinks, and it anchors itself to the sea floor. Score: 0

Conclusion – “We’ve only just begun

Debating the Enron Effect

Monday, February 18th, 2002


Jeffrey Pfeffer, professor of organizational behavior at the Stanford Business School, said the belief that stock price is all that matters has been hard-wired into the corporate psyche. It not only dictates how people judge the worth of their company but also how they feel about themselves and the work they’re doing. And over time, he said, it has clouded judgments about what is acceptable corporate behavior.In many companies, Pfeffer said, the ethical backsliding starts with a small, relatively innocuous deception — backdating a contract by a couple of days or tucking a vague reference to a major screw-up in the footnotes of the annual report — the financial equivalent of running a red light at a deserted intersection. Then, each successive quarter requires a bigger and bigger deception to keep the earnings momentum going.

The Obvious?

Sunday, February 17th, 2002

I spotted this paragraph while browsing other blogs… Seemed relevant.

Isn’t this what sometimes happens in organisations too? The bigger they get the more they tend to attract people who prefer the safety of following familar, well worn tracks to the hard work of beating a new trail. They all start out with an individual or small group finding a new way and setting out with enthusiasm and conviction but then over time that path gets muddier and muddier with all the feet. Then someone decides to metal the path, then widen it, then we end up with multi-lane highways with us all sitting getting cross at the same traffic light each morning…..

[snapping back to reality…]

Thursday, February 14th, 2002

Consider the situation where a man buys a brand new automobile. This fantastic vehicle is true state of the art, and has all of the latest features and digital gadgets. Every car magazine gives it rave reviews on its performance, handling, comfort and class. It is considered the most desireable vehicle on the road, and the driver is envied by everyone that happens to gaze upon it.

After a few weeks, the owner takes the car back to the dealer complaining that the car continually veers to the left for no apparent reason. Still under warranty, the mechanics examine the front end and determine that it is dramatically out of alignment. When the owner is questioned if there were any possible reasons, he begins to question the quality of the vehicle itself. However, the reputable mechanic adjusts the car back to factory specifications, and the owner drives away content.

Another week passes, and the owner once again shows up in the service bay with the same symptom – sever veering to the left. Again, the mechanics confirm that the car needs an alignment, make the necessary adjustments, and send the owner on his way.

Two days later the scenario repeats itself. This time, the mechanic contacts the manufacturer, and a specialist is sent out to examine the car. Could this be a lemon? If so, it would be the first off the assembly line after a major rework of the factory – and devastating to the engineering team. After a thorough analysis, and extensive questioning of the now irate car owner, the specialist determines that there must be some outside reason for these strange mechanical conditions. Unbeknownst to the owner, a number of spy cameras are located in the car to send live video feeds back to the manufacturer’s headquarters and a team of engineering specialists who are committed to get to the root cause of the need for so many alignments.

The team is amazed as they observe the driver abusing this precision piece of machinery. It appear that the driver targets potholes in the road and hits them at full speed. Curbs are used as “guidelines” to keep the car on the road. Speed bumps and dips are excuses to test the quickness of the steering response, often resulting into sideway skids into walls and concrete embankements. It goes on and on… however the team of specialists record their observations, and send a detailed log file to the dealer – waiting for the next time the owner brings the car in.

As expected, the owner now returns the car on the back of a towtruck, this time with both front wheels completely at right angles to each other. When questioned by the mechanic – armed with the detailed log file – the owner vehemently denies the accusations, and threatens to sue the manufacturer for selling a faulty product.

Any ideas on how to get the owner to see the critically important part he plays in maintaining a high performance machine?

I do NOT like anything that is written here.

Thursday, February 14th, 2002

Formidably Diasastrous NOT intelligible stuff…where am I going with this stuff? perhaps we are all just salaried nonprofit hamsters? like NOT…


Thursday, February 14th, 2002

one who believes (and more importantly, acts) that effective KM provides the corporation with the speed and strength it needs to outperform the competition and excel in meeting the clients needs.


Monday, February 11th, 2002

Unethical behavior > “Oh, cure an evil habit.”


Saturday, February 9th, 2002

Bert gets humor and cures evil ego. Evil porn geek bottles spew. Steve loves people – vetoes peeve polls.

Hidden Meaning Methinks?

Thursday, February 7th, 2002

Mishandle profane traitors. Harried informant apostles. Paranoid stealth informers. Administer profane harlots. Salaried nonprofit hamster. Narrated fishmeal portions. Inferior pathless mandator. Parasite informant holders. Shadier ornamental profits. Foolish apartment drainers. Inflated pastrami honorers. Defiant harmoniser portals. Informal pothead strainers. Administer orphan floaters. Despair enthrals formation. Salient trapdoor fisherman.

Fortune Cookie

Wednesday, February 6th, 2002

Confucious say “or after this, oil and ram pens.”


Wednesday, February 6th, 2002

term used to describe a well designed web site’s use of graphics and icons that have been developed with a consistent “look and feel”; contrast with inconiconsistency – the condition seen when rank amatuers select clip art from the default PowerPoint selection set, mixing styles, genres, and taste.

No More Chat

Tuesday, February 5th, 2002

I’ve decided to obliterate the socialog chat room from the face of the planet. After 3 months of its existance, I’ve determined that people do not need another place to post online discussions with themselves, or wander about aimlessly in a lonely chat room. I have recycled the disk space for someone else to use as they see fit. Your welcome.

Hullo kids.

Saturday, February 2nd, 2002

Let’s see, Pigs, Parachutes, Pens, Pearls. I see a trend. But I won’t Pontificate in this, my first humble Post. Phew!

core incompetencies

Saturday, February 2nd, 2002

“what once were strengths, are now vices”; as corporations focus on returning to their core competencies, it is critical that they consciously shed themselves of the no-longer-desired truths that are firmly embedded in the unethical value systems of their executives; highly undesireable, embarrasing, and potential for legal action.

By the way

Friday, February 1st, 2002

You “guys” are too funny.

Exploring Alternatives

Friday, February 1st, 2002

Looking for an alternative lifestyle? Explore areas outside of the box. There is life after corporate America.


Friday, February 1st, 2002

slang term used to describe a fish that attaches itself to a larger, faster moving host, for the sole purpose of gaining entry into areas not normally accessible when under its own power; also applicable to many individuals in the business world with a strong desire to be noticed.