Jeff_Bennett@sonymusic.com wrote:
> It seems fairly straightforward (not easy or simple, mind you--just more
> obvious, perhaps) to promote organizational learning as an outside
> consultant or as a manager with broad authority. There must be, however,
> other "leverage points" for being a "midwife" to the learning
> organization. For example, what if you are (as I am) a professional
> staffer in a large organization? Where can you find a point of influence?
Hi Jeff:
Glad you spoke up. I'd also be interested in knowing what others have
tried, and if anyone has had any good fortune. When working for
companies, I referred to this as "guerrilla Organizational Development."
I'm afraid I didn't make any headway on moving LO through the
organization.
My own experience has been that a very senior officer of the company has
to "buy in". Your best bet is to convince someone very high on the
organizational chart to make this his or her mission in life.
First, ask yourself who has something to gain from this agenda? Frame
your discussion with that person from this perspective.
In my experience, the people quick to the fore were nontekkie information
systems people (like you and me) who could immediately see the power of
human-technology-interface dynamics associated with LO principles.
good luck to you in finding that champion--
kind regards,
Vana Prewitt
Praxis Learning Systems
Chapel Hill, NC
"investing in human capital"
--Vana Prewitt <vprewitt@bellsouth.net>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>