Uncovering the Act of Organisational Learning LO28893 (Part 3).

From: Jan Lelie (janlelie@wxs.nl)
Date: 07/24/02

Replying to LO28884 --

Part two - addition -

Perhaps the problem is that we assume that we use - almost - the same
perspective: a consultant on "Knowledge Management" assumes that his or
her frame - 'knowing how to know' is the same frame the manager or client
uses. Even when this is the case - which i doubt - the managed may still
assume a different frame. Also, the frame may change over time: we start
out with a neutral or positive attitude towards "KM", but aquire a
different perspective when we see how it works in practice. We do not
usually test these assumptions. We as yet have no developed a full set of
"formal" means of exchanging frames of reference, means for meaning, if
you get my meaning".


PS: the very wise consultant i mentioned repetitively said "you don't
know" ("weet je niet" in Dutch) when he was expressing his views. I try to
mimick this behaviour, but it is very very hard for me.


Peter Westerhof wrote:

> -----Original Message-----
> From: Jan Lelie [mailto:janlelie@wxs.nl]
> Sent: vrijdag 19 juli 2002 21:23
> "Knowledge Management" - in my view - is not about knowledge, but about
> managing people. But "Learning Organisation" is not about learning, but
> about organising. etc.
> __________
> Is it? I like to take a 'meta-view'.
> Knowledge Management is about 'knowing how to know' and 'learning how to
> know better'. A 'Learning Organisation' is about 'learning how to learn'
> and 'learning how to learn better'.
> In effect they are the Ying and the Yang of Change.
> Change Management is about 'learning how to change' and 'learning how to
> change better'. As a Change consultant I can only *help* people not
> *force* them.


With kind regards - met vriendelijke groeten,

Jan Lelie

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