>How can we create system
>structures that engender outcomes we value without relying on specific
>individual learning of those in the system.
If these outcomes are going to take place, someone has to (consciously?)
do something differently. That individual must have, by definition,
learned. So you can't have the outcomes without some degree of learning.
However, do you need a strong culture of individual learning to get
organisational learning? Possibly not. You do need key learners -
influencers and implementers who can make new things happen. This seems to
be the way in which a lot of low-level Quality initiatives operate in many
companies.
We use a wide range of methods including so-called TQM methods. I believe
we ( me I mean) should be looking more closely at the tools and techniques
of the Quality movement to compliment those we use in the LO field. You
may read this and think "of course we should and do!" However I suspect
that is not the case for most LO / OD practitioners.
Finally, John's comment:
When asked about TQM, Deming would always answer to the effect that there
is no such thing as TQM. The reason: there is no operational definition.
I've been trying to find an operational definition of TQM for ages. Guess
I'll stop looking :)
Paul Foley
Paul Foley
Director
Kynesis - orchestrating organisational change
7 Burnside Road
Glasgow
Scotland
G73 4RF
Tel: (0)141 634 5423
Fax: (0)141 634 5220
email: paul@kynesis.co.uk
web: www.kynesis.co.uk
--Paul Foley <paul@kynesis.co.uk>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>