Individual and Organizational Learning LO28696

From: Terry Priebe (terryp@dca.net)
Date: 06/18/02


Replying to LO28677 --

Dear Rick and LOers:

>'Organisations learn only through individuals that learn. Individuals'
>learning does not guarantee organisational learning. But without it no
>organisational learning occurs.' (Peter Senge)

What follows are rather spontaneous thoughts from the above. They're rough
- partially-cooked ideas... but better said with hopes they may spark
other ideas. Here goes...

As I read and re-read this quote and challenge today, I'm reminded of the
tendency we (I) have to attribute a personality to an organization. Most
of us have experienced an "organizational behavior" quite different from
the personal behavior of individuals - our work colleagues, themselves -
when interacting with them on a one-on-one basis. However, I can't
interact with "the organization" in the same one-on-one way... it's always
at arm's length unless...

...unless I was a member of the initial group that formed the organization
in the first place and
...that group is still heavily involved in what's going on and
...the purpose or functions of the organization haven't changed and
...the organization hasn't had the infusion of too many new faces and ideas.

Later in my career, when the "character" of the organization changes, I
may still learn as an individual the same way (hopefully better ;-) than
before, but how my learning affects the character of the organization,
itself, will likely be diminished... because the character or
learned-capacity of the whole will not be as sensitive to me, as an
individual, as to the larger organizational self - everyone else.

As this "self" begins to take on a sanctity or inviolability, a number of
events may occur: 1) individuals become spokespersons for the
organization, a task - I suggest - different from "a colleague"; 2) I may
lose my understanding of the purpose of the organization or the purpose I
perceive has changed (collective vision or my understanding of it becomes
fragmented); 3) since potential power is now implicitly or explicitly
vested in the organization, some may choose to use that power - because
it's there - to service "their own needs" in ways not possible in a
one-on-one basis; and 4) the "ways of the organization" may not be
conducive to my personal learning and doing - for many reasons.

Following these thoughts, my individual problems occur when I lose sight
of the organizational purpose and how I can contribute to it. Less of my
personality is then involved in my doing... I'm off target - for both
myself and the functional needs of the organization.

A method for improvement for me and for the organization might be a
periodic "refresher process" to remember what the organization is and what
is it for. If I'm a "founder", I need to be brought up to date and expand
my viewpoint. If I'm a new member, I need to understand, as best as I can,
what's it all about.

If these alignment practices don't occur... and I'm not suggesting they're
are easy to do... then for me to be "effective" I must guess what the
organization is about and will require a great deal of "direction" in my
work contribution. By guessing, chances of alignment of my personal needs
with those of other colleagues and the organization are likewise
diminished. Of course, eliminating the guessing may raise other issues .-)

Best Regards, and thanks to whoever asked the question, Rick.

Terry

Terry Priebe
DeSA
www.desasim.com
terryp@dca.net

-- 

"Terry Priebe" <terryp@dca.net>

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