Replying to 18397:
Doc, thank you for your time and suggestions. It is pleasure for me to
enjoy others, I hope to be as joyful as I could. Let?s go with the topic.
You wrote:
>We seek to develop the capacity for power (personal mastery, team
>learning, mental models, visioning, systems thinking) among the
>members of learning organizations. This process facilitates the
>transfer of authority and responsibility to people who are now
>integrated and connected with those who formerly kept the
>authority and responsibility to themselves.
>At any rate, I suggest that these people are not being empowered
>when they are assigned role authority or responsibility. Power
>does not automatically come with these organizational role
>characteristics(as the new manager in Terry Deems case study
>found out).
I agree with you that people requiere critical skills to do their jobs as
managers or leaders and these skills must be trained. Many people fail in
doing their jobs becuase they are not trained enough: that situation is
bad both for the company and for individuals.
I also believe that Learning Organization is the model to follow by
companies which want to susrvive in the market. Things like team leraning,
self-development, knowledge management and others you mentioned, Doc, are
key issues to build a Learning Organization and empowerment is required
too. Empowerment, as I see it, facilitates the use of the capacity for
power. Capacity for power must be trained, but companies must place power
in their people to get full profit of the training.
Finally, just say that building Learning Organizations and empowering
people is a must for most of the companies, they need to learn more and
quicker, to gain agility and to have flatter organizations, if they want
to keep and incrase their customers and profits.
Jose Martin
Jose.huelves@grupobbv.com
--JOSE.HUELVES@GRUPOBBV.COM (MARTIN HUELVES, JOSE)
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>