Wanda Horne, in Org Learning Disabilities LO22122, said:
>We are studying the LEARNING ORGANIZATION (and) I am seeking
>articles/information on learning disabilities as it pertains to the
>organization.
I am a bit unsure as to the question but will take a shot at it.
Most organizations have the capabilities to improve, as witnessed by the
impacts of a new leadership, new and engaging vision, new manager, an
effective consultant, a new business paradigm and the like. There are
countless success stories as organizations use the same old people and
same old products and reframe it into a vital and growing organization.
Thus, any of these stories might be wrapped into the systems thinking and
change management framework that the LO approach supports. They can be
easily explained in that context.
By the same token, many organizations go by the wayside, with talented
people and good products. They just seem to "miss things" in some way.
I am of the distinct impression that learning disabilities are present
throughout most organizations. Using my metaphor of the Square Wheels,
the person at the front is "deaf" and not listening and the people at the
back are "blind" and without perspective.
ALL of them are so busy caught up in meeting goals and objectives as
defined by their current practices and procedures and measures that they
generally do not have the time to stop, step back and look for obvious
better ways of doing things. KM and all the other "tools" for improvement
are not going to work if the people feel they cannot make improvements AND
are in the rut of actually being comfortable with the way things are.
Recognize that most teams WILL reach their actual goals on a regular basis
and thus may have very little incentive to actually do something
differently. Even though the best practices are already there (round
wheels in the wagon), that does not mean that they are easily implemented
or always implemented with success.
It is also my belief that the exemplary performers, the ones already doing
thing differently are commonly blind to their own differences and
unfeeling as to what they are doing differently than the average
performers. This "tacit knowledge and behavior" may even be unrecognized
by co-workers, who do not notice the nuances of an exemplary performer's
behavior.
THIS is where a more systematic approach can pay benefits. Learning is an
individual thing, with a lot of team and peer support aspects. Creating a
nes, shared vision about how things can be, challenging each and every
member of a workgroup to personally make an improvement in quality,
productivity or another aspect of performance will add up, even though it
may not be measurable or quantifiable.
In a sales organization, often the sales managers will accompany their
people on sales calls. Instead of observing and listening, however, many
of them see their role as Sales Manager and actively participate in the
meeting (maybe even taking over the contact?). Thus, they remain deaf and
blind, although most certainly not dumb as to the process. (pun)
Universities tend to work the same way, with the old lecture paradigms
much more common that the more effective active learning, interactive,
distance learning kinds of paradigms. Amazing how many universities are
still focused on bricks and mortar...
Hope that this helps a little. Maybe even the professors can understand,
--For the FUN of It!
Scott J. Simmerman, Ph.D. Performance Management Company - 800-659-1466 mailto:Scott@SquareWheels.com
Try our FREE, illustrated Suggestion Card System <www.SquareWheels.com>
"Bosses think that Square Wheels to triangular wheels simply produces One Less Bump per Revolution. Don't just DO something, Stand There!"
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