Responding to Jackie Coppola's post, using again Structural Thinking
approach, with object coding:
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Goal: How do you get people to really care towards learning
organisation when they're on "system overload"?
Fact: System Overload
Fact: Sphere of Influence
Fact: System Thinking
Fact: Learning Organisation
Symptom: A member (Home Health Nurse) of an organisation perceives
system overload.
Symptom: Recently two organisations (Home Health Agencies) combined
for various perceived benefits.
Symptom: Communication, scheduling and work styles differ in the two
organisations.
Symptom: Each organisation feels their way is right and the best.
Symptom: On top of the merger, our agency is preparing for national
accreditation on Home Health Service with tight deadline.
Symptom: We have to comply with government newly established Outcomes
Assessment Information System, which many staff have no knowledge.
Symptom: The field staff (nurses) are required to obtain over 100 bits
of patient data for the outcomes database.
Change: Organisations merger
Cause: Overwhelmed and stressed by so much changes, different work
culture, additional workload, tight schedule ...
Fix: The ideal of "A learning organisation is one in which people
continually increase their capacity to produce results they really
care about." makes people feel sceptical and conclude un-reachable
goals.
Fix: A seemingly chaotic situation needs human intervention to make it
more orderly and controllable, especially those who really care. Those
who believe they care need to create his or her or their sphere of
influence. The discipline of System Thinking becomes vital to
understand and appreciate various forces at work that make it the
system appearing overloaded. Then the principle of leverage is to be
applied to seize opportunity to effect change (with least effort) that
can create a greater impact.
Fix: A nurse's sphere of influence may be limited as compared with
that of the policy makers. Nevertheless each person has a part to play
/contribute that eventually result in collective outcome : making the
system even more overloaded or less.
Fix: The above solution may appear too academic or theoretical. It is
because the actual context of the person concerned is not described to
illustrate how the sphere of influence can be effected. Readers, or
Outsights (http://www.outsights.com) subscribers of this solution is
encouraged to give your actual context for such theory to be applied.
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Regards
Andrew Wong
Organisation Observer and Thinker
Personal Coach & Organisation Coach
http://www.geocities.com/Athens/5621
An associate of Outsights
http://www.outsights.com
--andreww@petronas.com.my (Andrew Wong Hee Sing)
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>