Replying to LO28972 --
Hi Mike
I read your question and like to try to give you an example. This is
naturally based on my understanding of a learning organization and only
covers a very small aspect of the subject.
In systems thinking it is vital to understand processes and developments
in their circular structure. The archetypes provided by Peter Senge in the
book "The fifth discipline" help to find out which causal loop is at work.
I always recommend to first try to identify the situation or problem and
then trying to explain it by drawing the causal loop diagram. By comparing
to established examples, possible solutions and influencing factors often
become obvious. That should be the trigger to take action.
Now this might sound a little abstract. Here is an example that I have
used in the past. I try to keep it as generic as possible: In many
organizations I have worked for, I found many employees that had either a
strong opinion about somebody or even a clearly formed mindset with all
the attributes of reasoning and typical behaviors. The actions of this
accused person where always explained within this mindset and proclaimed
as typical and a reason for existing problems. This often happens if one
department is dependent on another and performance becomes an issue.
When you ask the person with the preformed mindset if he/she ever
seriously talked to the accused, you often hear that they either didn't or
wouldn't because the accused person is to arrogant, dumb, insensible, etc
to understand.
As a member of a learning organization or someone that would like to
transform his/her organization on a small scale from within, you should
try to identify this behavior, analyze the root causes, the validity and
the consequences for the company as a whole. You might even try to draw
the causal loop diagram or a behavior-over-time diagram. From there you
want to try to engage the complaining (bitching) person in an
unthreatening dialog. This will help you to act as a mediator and will
give you a chance to encourage the accusing person to confront the
accused. You need to be ready to encourage this interaction over and over
again. Maybe you can even be the facilitator of the discussion that will
hopefully lead to a meaningful and possibly healing dialog. Often problems
just get pushed aside by blaming someone from another department. That's
convenient as long as no direct interaction is required.
I believe a real learning organization oriented person would try to
channel all actions back to the vision, mission and goals of the
department or organization and become a champion for the guiding coalition
of change. You can have all the academic wits you want. As long as you
don't get actively involved and reflect about your actions as well as the
actions of others in relation to the organizational goals, you shouldn't
call yourself an active member of a learning organization.
As you probably know, it only takes one seed to grow a plant. Look at your
learning organization as a fertile ground that needs the seed. Maybe it's
you.
Axel Meierhoefer
845 Cieneguitas Road
Santa Barbara, CA 93110
--"Axel Meierhoefer" <ahsfamily@cox.net>
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