A Better Idea: Welch says that someone, somewhere always has “a better idea”: “We wake up every day paranoid that somebody’s going to take us on and have a better idea.” That hypothesis became the foundation for Welch’s learning organization. In a learning organization, workers are encouraged to pick up good ideas from everywhere. That notion was new at General Electric. In the past, GEers were not encouraged to pursue any idea unless it came from inside the company. Welch’s ideal was for an organization free of boundaries, turf battles, and autocracy. With GE’s social architecture and operating system, Welch spent years putting in place the building blocks of his learning organization. His first task was attacking the boundaries: those that separated managers from employees, those that stood between different cultures, and the “NIH” boundaries that separated GE from the rest of the world. GE’s compensation system rewards those employees who find and share good ideas (see also NIH).

 

 

韦尔奇说，总会有什么地方、什么人能拿出“更好的主意”：“我们每天早晨醒来都会偏执地想着有人会同我们较量，而且人家有更好的主意。”这种假定成了韦尔奇学习型组织的基础。学习型组织鼓励员工们从每个地方摭拾好的创意。这种观念在通用电气公司还是新鲜事物。过去通用电气公司并不鼓励员工们去追随公司以外的任何创意。韦尔奇的理想是要建立一套没有界限、也没有权势之争和专权管理的组织。凭借通用电气公司的社会结构与运作系统，韦尔奇花了数年的时间来将他的学习型组织的构件砌筑到位。他的第一项任务是向各种界限发起进攻：将管理人员与员工分隔开来的界限、挡在不同文化之间的界限，以及将通用电气公司与世界其它地方分隔开来的“外来品”界限。通用电气公司的薪酬体系对找到并共享好主意的员工给予奖励（参见 “外来品”）。

 

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