Rick said
>Now, beyond the thought experiment, I doubt we could find relevant examples
>in which org learning occured but individual learning did not. That is,
>where the org increased it's capacity for effective action but no
>individual increased theirs. I say this because 1) I think the skills and
>pers orientation for org learning is so congruent to that for individual
>learning that we would see individual learning as well. And, 2) if the org
>has a capability, this would usually appear in an interaction with a person
>in the company (e.g. an interaction of a customer with a company
>representative). If the company can deliver, then usually it's through some
>individual who can deliver. There is an expansion of the individual's
>capacity for effective action which is individual learning.
I totally agree. The big issue, and a lot of what we are all about, is
surely the opposite. How do we get the organisation to build its capacity
for effective action by capitalising more effectively on the learning of
individuals?
This is then, I suggest, back to the toolkit of attitude / behaviour
alignment, skill development and process design which encourages this.
Paul Foley
--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>