I read Terri Deems post in LO LO19070 and her thoughts that:
>I perceive the "learning" in LOs in two ways, working along parallel
>paths: one is the extent to which the organization as a whole learns and
>improves or evolves along several dimensions; the second is the extent to
>which the organization provides a context or environment that will enhance
>(educative), rather than distort or restrain (miseducative), individual
>development.
and I agree. Like Terri says, there are so many measures of success.
But I'd like to add two other factors - One is the individual's
willingness to learn and tke initiative for one's own personal development
and growth (continuous continuous improvement) and one other reality.,
Seems like so many make a choice not to grow (and there are lots of
factors and perceived roadblocks put into place).
Another is about company culture. More than one organization I've worked
with over the years had a FORMAL policy of not ever rehiring someone who
had left their organization to work for another competitor. In reframing
this around LO, think of the potential benefits and additional
perspective. At the same time, companies were concerned about loyalty and
miffed that someone would even possibly consider leaving them (face-type
issues).
I warrant that my memories of these policies do go back a few years.
But I wonder how many organizational cultures might still have this
"loyalty" framework in operation. And how it might impact continuous
learning.
--For the FUN of It!
Scott Simmerman, Ph.D. Performance Management Company - 800-659-1466 mailto:SquareWheels@compuserve.com
A great source for FREE tools and information on organizational development: <www.SquareWheels.com>
"Even caterpillars can fly if they would just lighten up!"
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>