Whither the learning organization
Whither the learning organization?
Summary
Note captured: 03/10/2022
Bookmark created: 28/09/2022
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The fundamental block to learning organisations is a Taylorist approach to work design, and the associated command-and-control management style.
#Managers need to learn how to study their organisation as a system, and manage the system to get the desired results instead of trying to micromanage the work.
(notes based on Harold Jarche's analysis of Seddon, P. J., & O’Donovan, B. (2010). Why aren’t we all working for learning organisations? 17(2), 16.)
“Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers – a prize for the best Halloween costume, grades in school, gold stars – and on up through the university.
On the job people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.” (Deming in Senge 2006)
the real culprit: command & control management. This is why the learning organization has never taken hold in business.
“The basic precepts of command and control have remained unquestioned whilst the underlying paradigm has outlived its usefulness. The problem is not a general problem of culture, but more specifically is one of management thinking. In order to change this mindset, managers must learn to study their organisation as a system, and to understand the true nature of the problems facing them.”
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