> How can management use reward and appraisal systems to stimulate,
> facilitate and encourage learning processes?
I would turn this around... I think the question is how can we modify the
reward and appraisal systems so that learning is not discouraged?
Learning to do... When you know that you've learned something... is very
satisfying. But, what happens when someone else notices that we're doing
something differently?
If managers and co-workers will welcome learning, more of it will be
visible and will be used. I'm thinking of the research showing that
workers on the floor knew a lot about how to improve the process. Why
didn't they speak up? "Ah, they'd never listen if we did!"
Let's look for learning and acknowledge it with a simple pat on the back.
And, maybe a public endorsement. I can remember times when I noticed my
daughter doing thing new; I caught myself about to say, "No!" and just
watched for a moment. Usually, she wasn't in need of my protection, she'd
just learning something new.
There's a story in David Ogilvie's book, _Confessions of an Advertising
Man_ about how to manage very capable people. It's stayed with me for 25
years. Ogilvie was working as a cook in a great Paris hotel. When one of
the cooks changed the presentation of the frog's legs, the master chef
noticed immediately. He looked down and studied the plate for a moment.
Then, he summoned the entire staff and said, "There! That is the way to do
it!"
(Alas, Confessions of an Advertizing Man is out of print.)
-- Rick
--
Richard Karash ("Rick") | <http://world.std.com/~rkarash>
Speaker, Facilitator, Trainer | email: rkarash@karash.com
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