On 9 Dec 99, at 13:38, Gilson Chris wrote:
> By this I mean the supply, demand, gap analysis approach
> which identifies a range of supposed training gaps to be filled.
>
> On reflection, it started to occur to me that ideally we need to
> develop the capability of the people in our organisation so that they are
> able to continually assess the future impacts on our department. We also
> need to create an environment where staff continually respond to these
> impacts by developing new learning's that enable them to adapt to our
> future needs.
This is an area of particular interest to me. But when I talk about it I
prefer to leave the Learning Organization concept to the philosophers, and
talk about strategic learning and development, which takes that
mechanistic process you talk about into the strategic, visioning area.
My view is that learning, training and development focused on NOW or the
near future isn't going to add sufficient value, when we can supercharge
the value by extending the range of planning into 5 or ten years.
I'm trying to recall if I've written anything on this for you to look at
(I should have) but can't recall. If I locate something I'll get it up on
my web site.
> These thoughts are what have brought me on this journey to look at
> learning organisations, to see if the concepts that underpin learning
> organisations can help me conceptualise what I think we need to do.
Perhaps a starting point is to start backwards. What are you trying to
create in terms of the organization's results or functioning, THEN match
various ways of thinking to getting there. Perhaps you could talk about
that a bit here.
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