Replying to LO24364 --
In my case, I had introduced a time delay into the learning feedback of an
experiential learning exercise. No other changes were made other than to
add a delay that was significant enough to confuse what earlier had been
near-instantaneous feedback. It's not possible to print the names I have
been called in the spirit of learning, or depict the gestures that have
been evoked when cause and effect are delayed (and appear to be
uncoupled). People in these situations seem to let go of many things
they've held dear and began searching for new "laws" to guide them. (not
to mention a bit of blaming) Hence my choice of the word "unlearning."
Your exercise points out a principle for managers to remember and use.
Structure the organization so that feed back to the place where something
can be done from the place where the need exists should be direct and as
fast as possible if you want the organization to improve.
Quick feed back is important to improving. It makes problems clear and the
causes clear and easy to track. The longer the delay as happens with
problems in inventory makes simple problems hard to solve.
So many people have come to believe the reason for reducing inventory is to
save money but the more appropriate reason is because lower inventory makes
problem solving easier.
"Eugene Taurman" <email@example.com>
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