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Systems Thinking Case Study #3:
The Training Unit ... The Odd Man Out?
The Training Unit ... The Odd Man Out?
| HOW COME TRAINING AND ITS EFFORTS CONTINUE TO BE DEEMED AS INEFFECTIVE OR IRRELEVANT DESPITE EFFORTS TO 'PULL UP THEIR SOCKS' AND/OR IT SETS OUT TO DO A MORE EFFICIENT JOB!? |
DIALOGUE NOTES: WHAT DO YOU SEE HAPPENING?
- "People do not adhere to the training plans which were developed (by the managers) at the beginning of the year."
- "People find it hard to commit to the target of 40 hours per year, given we have operational constraints and the
need to service the customer counters and/or deal with day-to-day issues." - "Participants get distracted by phone-calls back from office, and keep moving in and out of the classroom."
- "The lessons do not come out alive for me, and I feel bored."
- "I find it hard to bring it back to work, to make the lessons work in the real workplace."
- "I find it hard to find the relevance of the programmes"
- "My work piles up when I get back - no one helps me clear them while I am away - it feels I am being punished for
going for training" - "The tacit knowledge or subject expertise and knowledge has no way of finding their way to training"
- "We (training) need to become more like an operational unit" (otherwise I fear being left behind)
- "We are not getting the results we want."
TESTING THE ARCHETYPE:
Assuming this archetype was true, what kinds
of behaviour and actions would we see?
- By the Training Unit
- By the Participants
- By the Trainers
To what extent do you see this happening in
reality today?
Assuming this archetype was true, what kinds
of behaviour and actions would we see?
- By the Training Unit
- By the Participants
- By the Trainers
To what extent do you see this happening in
reality today?
Pattern #1: Engaging the Employees to help themselves!
INTERVENTION AT DIALOGUE:
“What is the price we are paying with the
organization, by saying ‘yes’ when asked to
roll-out training programmes and activities? In
the short-term? In the long-term?
“What would it look like for the participants if
training was working at its inspired best?
What do you see?”
“What would need to happen first for the
redesign to work well?”
“What is the price we are paying with the
organization, by saying ‘yes’ when asked to
roll-out training programmes and activities? In
the short-term? In the long-term?
“What would it look like for the participants if
training was working at its inspired best?
What do you see?”
“What would need to happen first for the
redesign to work well?”
TESTING THE ARCHETYPE:
Assuming this archetype was true, what
kinds of behaviour and actions would we
see?
- By the Training Unit
- By the Participants
- By the Trainers
To what extent do you see this happening
in reality today?
Assuming this archetype was true, what
kinds of behaviour and actions would we
see?
- By the Training Unit
- By the Participants
- By the Trainers
To what extent do you see this happening
in reality today?
Pattern #2: Someone is creating the space for drawing the tacit knowledge out!
INTERVENTION AT DIALOGUE:
“What is the price we are paying for KM, by
saying ‘yes’ when asked to roll-out training
programmes and activities? In the short-
term? In the long-term?
“What would it look like for the unit/trainers
if training was working at its inspired best?
What do you see?”
“What would need to happen first for the
redesign to work well?”
“What is the price we are paying for KM, by
saying ‘yes’ when asked to roll-out training
programmes and activities? In the short-
term? In the long-term?
“What would it look like for the unit/trainers
if training was working at its inspired best?
What do you see?”
“What would need to happen first for the
redesign to work well?”
INHERENT SYSTEMIC STRUCTURES: FIXES THAT BACKFIRE |
| 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 |