A company seeks to introduce Quality Programs, people ask, \u201cWhy\u201d?<\/em><\/p>\n A leader wants her team to learn more and adapt to new technologies, people silently resist it.<\/em><\/p>\n A government seeks to lay out an exciting vision of global leadership, people (in their minds!) wonder, \u201cIs it possible?\u201d<\/em><\/p>\n In other words, people are finding it difficult to relate abstract \u2018good ideas\u2019 like excellence, quality, faith, growth, achievement with the day-to-day personal and professional concerns that constitute their lives.<\/p>\n On deeper thought, it can be seen that the same issues underlie the problems faced by three distinct groups of people \u2013<\/p>\n firstly, those who are seeking to build superior institutions;<\/p>\n secondly, those who are seeking to compete better; and,<\/p>\n thirdly, those who are simply trying to question and challenge the status quo in their individual areas of endeavour.<\/p>\n II It appears that the bridge cannot be \u2018external motivation\u2019, but is \u2018internal motivation\u2019.<\/p>\n Put another way, one becomes excellent because one chooses to be excellent.<\/p>\n When one chooses to be excellent, the result is an interest in all things associated with excellence.<\/p>\n III When they see the relationship between \u2018quality of output\u2019 and \u2018significance of life\u2019.<\/p>\n When they recognize the meaning of \u2018performance\u2019.<\/p>\n And, when they come to recognize that learning and growing is an end in itself.<\/p>\n IV The trigger appears to be an encounter with quality.<\/em><\/p>\n When individuals come face to face with people or situations or events where the value of great performance, of raw professional competence, of true meaningful effort becomes obvious to them.<\/p>\n This encounter could be with role models or aspirational figures, with people who are known to have excelled, or even with powerful books or films.<\/p>\n The important thing is the encounter.<\/p>\n But the encounter is not enough.<\/em><\/p>\n What is also needed is reflection, (the availability of conceptual models and frameworks of learning that allow these encounters to be truly assimilated).<\/p>\n Equally important is the necessity of practice.<\/em><\/p>\n The opportunity to test and refine one\u2019s own understanding within the warp and weft of real world action.<\/p>\n Put another way, there must be at least one or more \u2018zone of excellence\u2019 in one\u2019s life where one is willing to make the choices and sacrifices needed to encounter and realize excellence.<\/p>\n Finally, what is also needed is role models.<\/em><\/p>\n A group of people who are willing to provide the moorings for the emotional and self-esteem related changes that such a journey involves \u2013 the enabling environment.<\/p>\n Putting these four elements together \u2013 the encounters, the tools and models, the opportunities for translating these ideas into action, and the enabling environment of role models \u2013 constitutes the ingredients of excellence in human systems.<\/p>\n V
\nWhat is the Bridge between Excellence and one\u2019s own life?<\/p>\n
\nWhen do Individuals Choose Excellence in their Lives?<\/p>\n
\nWhat then is the \u2018Trigger\u2019 that Enables Individuals to Embark on this Cycle of Growth and Excellence?<\/p>\n
\nThe positive dynamic of Excellence<\/p>\n
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