Blind Obedience: The GE chairman said, “We strive for the antithesis of blind obedience.” Before Welch took over, GEers had little choice but to go along with things. After all, prior to the 1980s only managers and executives had a voice in running the business.Welch changed all of that with Work-Out and other initiatives designed to release the knowledge that existed in the brain of every worker. Like layers of bureaucracy, “blind obedience” was something that belonged to the past.Welch had no use for anything that discouraged learning. He always sought employees and managers who fostered a learning culture and felt that GE was no place for those who did nothing but blindly follow the pack.

 

盲从（Blind Obedience）

韦尔奇说：“我们苦苦追求盲从的对立面。”在韦尔奇接手之前，通用电气公司的员工们除了随波逐流外别无选择。20世纪80年代之前，只有管理人员和行政官员们能够表达企业经营方面的意见。韦尔奇凭借“群策群力”以及专门为解放每个员工头脑中的知识而推出的其它倡导行动而彻底改变了这一切。就像重床叠屋的官僚主义一样，“盲从”也成为了往事。韦尔奇不想要阻碍学习的任何东西。他总是搜寻那些促进学习型文化的员工和管理人员，并且认为那些除了盲目随大流外什么都不会的人在通用电气公司绝无立锥之地。