In response to Scott Ellliott's request on the above.
I wish to make an attempt to offer some insight to
such a big question and mission.
I am using the format of OutSights (examples are given in
http://www.geocties.com/Athens/5621/ong1.html
http://www.geocties.com/Athens/5621/ong2.html)
Note: Some assumptions are made to complete the CONTEXT
Goal: How to develop a better Learning Organisation out of
globally scattered units of a large corporation?
Goal: How can we develop a learning and improving community?
Fact: Learning Organisation
Fact: Share Vision
Fact: Leadership
Symptom: A large corporation with several hundred technical and
management consultants who are completely globally distributed.
Symptom: Most of these people work out of their homes or in small
group offices, and they work directly on site with customers.
Symptom: Individuals are well trained in their disciplines.
Symptom: Individuals, competent in their own disciplines, work
within a limiting framework.
Symptom: Many languages are represented, but all speak English.
Symptom: Technologically up to date (e-mail, intranet, voicemail, etc.)
Symptom: Difficult and expensive to get many of them physically
together at any one time or place.
Symptom: Most of the popular management practices in place e.g.
Vision / Mission statements, Planning, Organisation, System /
Procedures, Audit, Review, Corrective and Preventive action etc.
Cause: Consciousness of the need to "develop a better
Learning Organisation" indicates a) desire to improve
and also b) potential danger of detachment of personal
goal e.g. "what matter most to personal aspiration" away
from "the thing" we want to develop and improve.
Fix:
One of the signals of Learning Organisation is that individuals
within the organisation has increasing capabity to LEARN and
GROW. If this happens, business will grow and customers satified.
Two important focus areas are discussed:
a) Leadership
Initially, a good leadership is required for the purpose
of creating an conducive environment for guneine LEARNING to take
place, which should result in growing Collective Leadership i.e.
original leader is NOT a hero.
b) Guiding Principles
A set of Guiding Principles, well participated and evolved in
their deeper meaning in relation to the day to day work and
management practices, hence shaping a shared vision among many.
Avoid excessive programs, tools, methodologies, which often
blur the vision and very purpose of existence. Electronic
communication like email, intranet forum are modern tools
to speed things up. But in ancient time, empire can grow and
expand with committed troops scattered over many oceans with
simple tools, but compelling shared vision.
The starting point to the above is the person / persons who
have the above aspiration e.g. organisation designer,
facilitator, change agents, whatever, to be in touch with
his / her / their own souls (values, principles) in the
interaction with the environment to bring about change.
Regards
Andrew Wong
Organisation observer and thinker
Homepage
http://www.geocities.com/Athens/5621
--andreww@petronas.com.my (Andrew Wong Hee Sing)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>