Indeed. In a fundamental sense, that’s all there’s ever been and all there will ever be, no ?

Thank you as always for taking the time to read my rantings and commenting. Very much appreciated and I know you are a kindred spirit in respect of the wisdom of organisational thinkers who have been around a long time but whose work is more relevant than ever.

Thankfully I have worked with senior execs in bigcos, mainly although not exclusively in Russia, who were willing to listen to these ideas. Not only listen – put them into practice. As we both know, there are thoughtful practitioners who see the value of philosophy and theoretical underpinning.

I ought not to be so cynical in the “not making a blind bit of difference” attitude, although some days it is hard. I spent the weekend just gone at home with my family in Scotland. They are all nurses and their stories of the shennanigans in the Scottish NHS make me both laugh and cry.

Something my sister said sticks in my mind. As the senior nurse on the ward, she is achieving sustained behaviour change by a) modelling desired behaviour and b) by constant repetition and reinforcement of why particular behaviours are important. It occurs to me that people like you, me and others need to be constantly making the case for foundation principles in organisational behaviour. So sounding like a stuck record goes with the territory in changing minds.

Thanks again, Jon.

As I think you may know, I have been for the last several years pretty much convinced that business / organizational effectiveness books written in the late 70’s and early 80’s are just as up to date as those coming out now, even in consideration of this Web thing.

In the main, I think the only people learning, and caring much about it, have or are dropped out of bigcos.