LO and the Public Sector LO23059

Yekoutiel (couty@netvision.net.il)
Sat, 30 Oct 1999 12:36:27 +0200

Replying to LO22858 --

I agree to your list (a to c) and propose to add the following
characteristics to OL in the public sector:

d) the incentive to change and learn in the public sector could be a moral
obligation towards clients rather than a necessity resulting from

e) laws and regulations so common and omnipresent in the public sector
often mean to refrain from trial and error, creativity and innovation

f) Uniformed salary systems reduce the capacity of mangers to pay the
learner for his learning

g) Learning could be viewed as spending tax payer money for superfluous

h) strict hierarchy and clear boundaries between administrative units mean
that team work is more difficult

i) learning is a long term investment, longer than politicians =
policy-makers range

Malcolm Burson wrote:

> Let me pose a question: in what ways do you think that the quest to build
> organizational learning / a LO in the public sector is like, or unlike,
> that in other organizational systems? Thus far, I have identified what
> seem to me a few critical factors, including
> (a) the challenges of an executive branch organization constantly subject
> to external politicized decisions;
> (b) relatively stable, long-term employment characterized by attitudes
> like, "the top decision-makers change all the time, but we folks in the
> bureaucracy just do it the way we've always done it," and "nothing will
> ever change;" and
> (c) comparatively low salaries and employees who work hard, but remain
> fundamentally cynical.
> I'll be eager to learn from others' ideas and experiences. Post to the
> list if you like, or, if you'd prefer to communicate with me off-list,
> please write directly to me as given here, or to
> <malcolm.c.burson@state.me.us> I'd welcome the chance to develop some peer
> support!
> Malcolm Burson
> mburson@mint.net


"Yekoutiel (Couty) SABAH" <couty@netvision.net.il>

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