If you are negotiating a contract for a project either internally or
> externally, how to design that contract to make learning a core value of
> the contract? If we are serious about learning, how to we structure it
> into our proposals for projects?
Responding to this and Richard's reply:
I know some people are put off by structures, especially bureaucratic
structures, and especially government sponsored bureaucratic structures.
However it would be worth considering the priiciples and indicators laid
out in the U.K. Investors in People model.
It's not rocket science but it is a million miles beyond where lots of
comapnies are - and it's structure seems to give it a feel to which
opertional managers and others can relate.
Also, despite what people may say, it is NOT bureaucratic - unless you let
it become so.
Paul
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>