I have been taking a course on Senge's concept of the Learning
Organization and am trying to get an accurate picture of how to
incorporate these ideas into a training and consulting practice when I
graduate. I have been developing training programs based on a variety of
concepts ranging from communication training to mental model modification.
The mental model modification piece addresses a managers perceptions about
their ability to accomplish all aspects of management (ie. managing
resources, conflict, etc.). It seems obvious that training, especially
the mental model modification, fits into creating and developing a
Learning Organization.
I am slightly confused about the concept of the role of
consultants/outside help in a learning organization. Senge seems to
suggest that you should not invite a consultant into your organization for
an extended period of time, or multiple times because the organization
will become dependent on their efforts instead of figuring out how to
accomplish the tasks with the talents available in the organization. In
relation to mental model modification training, I would argue that the
consultant is "re-wiring" the brain of the managers, helping them get
through mental blocks that inhibit them from working to their potential.
This type of outside help seems to fully benefit an organization, not
detract from it.
To parallel this concept, the mental model modification work will enhance
the production of the managers, which will throw off the balance of the
system. If managers and employees have formed behaviors based on the
level of work performed by each, improving the ability of the manager will
cause a need for calibration for the organization to realize the benefit
of the new ability. Does this idea run consistent with, or contrary to
the concepts in the Learning Organization? I seem to understand that
expansion of knowledge or improvement of skill will always enhance a
learning organization, is this accurate?
In applying the concepts of a Learning Organization to consulting work,
would a consultant be wise to introduce specific ideas to the clients, or
would they be better off having the clients read the book and do a mini
seminar on the ideas of the Learning Organization? What are realistic
expectations to set for organization? Culture change is not a quick thing,
so what would you suggest as the first steps for the organizations to
take? As I said, I'm in school currently and am trying to organize my
ideas and skills so I can start a consulting practice when I graduate.
Any suggestions/thoughts you have are much appreciated.
Thank you......... Kenneth Newendorp
--Kenny Newendorp <knewendorp@yahoo.com>
Learning-org -- Hosted by Rick Karash <Richard@Karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>
"Learning-org" and the format of our message identifiers (LO1234, etc.) are trademarks of Richard Karash.