Discussion Note: Part 1 (1999/06)
Theme:Do organizations have emotional intelligence?
Time: May 15th, 1999. 1400-1700
Place: Hanching Seminars and Consulting Com., Taipei, Taiwan
Participants: 7 senior students from Chung-Yuan Christian University.; two managers of human resource division of one MNC with around 2000 employees in Taiwan; a general manager of one local trading company and Hanching Chung
Subscriber: Scot Tsai but this version was from Hanching Chung
Mr. Chung welcomed the participants and introduced the subject theme of this dialogue was motivated by reading a book by one of Max Weber's students, in addition to this, Deming endorsed WWS's thinking that organization's transformation needed to be addressed from triple aspects, that is, from the synthesis of physical, logical and emotional ways.
One of the students gave all participants reprints of an article by one Prof. comments on the culture differences between eastern and western organizations, taking the example of the handling of Compaq Computers' ex- CEO and CFO..
Mr. Chung kicked-off the meeting by telling a story of one of participants of his session of Deming Philosophy and Organizational Learning in Organizational Learning Action Conference two days ago. The participant worked for Chung-Hwa Telephone and Telecom for 40 years. He appreciates his organization very much since it gave him a wonderful and productive life, so that he salutes and thanks to his working desk at beginning of working day. He has strong emotional tie or loyalty with his organization. Deming had only one secretary for more than 40 years. H. A. Simon
Is still active in researches in CMU.
We discussed a real case to which unfortunately we are asked not to be released..
Mr. Chung suggested the participants to think about that in Deming's opinion and his experience that at least 95 % of faults are due to management responsible (systems ). He copied Prof. D. Kerridge recent posting (May 13th) in DEN for reference. His opinion is that this case is sad because it blames to people involved.
We moved to the subject of the resign issues of Compaq's CEO and CFO. Some students thought the case illustrates the difference style of most Western performance-oriented management and the way and function of board of directors (BOD). H. C. Chung explained that normally senior executives in USA companies are with special compensation package hence we can not judge the many unknown conflicts among CEO and BOD. Of course the financial performance is one crucial factor. But for Compaq case, we also need to think about physical and logical vision of BOD: Compaq need to run the business at the internet speed. He believes the failing to appreciate and take advantage of this strategic inflation point might be the key to understand this case.
Postscripts on May 28,'99. There are several versions of re-accounting of this meeting in Chinese. This English one is from personal viewpoint of me.
I am thinking about recent several significant 'communications' between USA and China : Beijing's reactions to the report of Cox's Committee and the miss-bombing cases are quite emotional (so does USA report?) The truth is very difficult to know. But it is also very difficult to distinguish the responsibility of individuals and the organizations involved in accusing 'anti-China forces' and allegations in Cox's report.
Take a conclusion from Review and Outlook of AWSJ, May 27th for example: There is plenty of reason to believe, in short, that Chinese political contributions to Mr. Clinton importantly intersected with spectacular intelligence failures by his administration…what is all together too clear is the climate and culture set from top of this administration.
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