'Command and Control' managers like to buy change by 'training' and 'projects'...


"Command-and-control managers like to buy change by training and projects, unaware that change really requires changing the system and unaware that that means first being prepared to change the way they think about the design and management of work."

John Seddon

Most corporate 'L&D' continues to collaborate with "command-and-control" managers.

Often 'L&D' are engaged in "capability and culture change initiatives" however the result of most of their efforts is keeping the work system in their organisations consistent, standardised and scalable.
This includes:

'Training in' fixed, predetermined skills lists;
Compliance and mandated 'learning';
Developing 'content' that links to Management approved 'capability frameworks';
'High potentials schemes';
Designing 'interventions' to support standardised job descriptions.

So, some new questions for corporate 'L&D' to understand the system that drives the work and culture in their organisation - if they are seeking to change the way that work happens.

1. How does their organisation describe 3-6 capabilities that they uniquely do better than anyone else in their chosen market?

2. What is (a) difficult and (b) valuable for their organisation order to deliver these unique capabilities?

3. Is there a clear view on the role and priority of 'learning' in their organisation? Is it a deliberately learning organisation?

4. Is the leadership culture hierarchical? or open and adaptive?

5. Is their organisation 'psychologically safe'? What is the level of Management intent and ambition in this area?

6. Is there a clear priority on standardisation, consistency and compliance? If so, why?

7. In the organisations' culture is there systematic investment and recognition for problem solving, critical thinking and feedback?

8. How much 'latitude' is there? (Expecting workers to act on problems and opportunities, individually or in groups, in a context-specific way to create value - without having to go through layers of management);

9. Are there silos in their organisation? what challenges (and, benefits?) does this present? Why?

10. In the culture is there autonomy, accountability and decision making evident and encouraged at lower levels in the organisational hierarchy?

11. Is learnability and investment in learning recognised and rewarded with the 'performance management' approach?

12. Is there a clearly defined and well articulated 'L&D' vision and strategy? Who has developed this? Who is seen as the 'owner'? Why?

13. How is 'learning' success measured in their organisation? Who decides? Why?


Once 'L&D' have understood the truths behind the system that drives the work in their organisation what new work might they themselves choose to do next?


Paul works with L&D teams whose remit is bigger than just reacting and responding to the present work system and the culture this has created.



I work as a thinking partner and advisor with mid sized, value oriented companies going through significant change. I help you to build new capability and mindsets through shifting your approach to organisational development.

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