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Systems Thinking Case Study #12:
Systemic structures that stop leadership and engenders management
Systemic structures that stop leadership and engenders management
DIALOGUE NOTES: MAKING SENSE OF THE SLOWNESS IN CREATING LEARNING
ORGANIZATIONS - THE OSCILLATIONS BETWEEN LEADING AND MANAGING
ORGANIZATIONS - THE OSCILLATIONS BETWEEN LEADING AND MANAGING
- Despite people attending and learning the tools of Learning Organization, people find it hard to apply
it at the workplace. - People understand the tools, yet the day they go back to work they get absorbed back into the
work environment and fall back to their habits and they forget about LO - It is hard to reach the tipping point ... people are not aware that others too have learned about the
tools or discuss ways that they might put into practice - there is no time for this! - We need to simplify the jargon. Rather than say, reinforcing or balancing loop, say "tipping point" -
it is easier to remember! - We are not comfortable unlearning what we know - we feel unsafe to do so - what if we are not able
to perform in the interim? The best is to 'append' to what you already know. - We feel lost when we get back. No one understands or speaks in this way. It is hard to continue by
myself.
| WHAT WOULD IT LOOK LIKE IF WE LEARN TO APPLY THESE STRATEGIES? WHAT MIGHT MAKE IT DIFFICULT OR GET IN THE WAY OF MAKING THESE HAPPEN? WHAT KEEPS OUR CONVERSATIONS LIKE THESE AND IS MAKING IT DIFFICULT TO SEE THESE STRUCTURES? Click here to share your thoughts, comments and reactions |
| HOW COME EMPLOYEES FIND IT HARD TO PRACTICE AND MASTER THE DISCIPLINES OF LEARNING ORGANIZATION DESPITE EFFORTS TO LEARN IT? |