orglearn.org

To continue…

In TRADITIONAL organizations assessments of efficiency where based on top down periodic performance reviews, appraisals where given against pre-set standards and often only conducted on an annual basis. In ENTREPRENEURIAL organizations we need to implement performance management on a continuous basis through a system of reviews, personal development discussions and 360-degree analysis of effectiveness. Management’s responsibility also needs to be focused on real time feedback on an as it happens basis. WHY… The need for market driven feedback on performance measurement when proactively managing for the future rather than ‘navel gazing’ over the past

Power is central to a manager’s ability to act and in TRADITIONAL companies it still seems to be linked mainly to a system of delegation of legitimate power through written authority. In ENTREPRENEURIAL companies power needs to be shared and the managers primary function is to empower others to act. WHY… Power has shifted away from position to knowledge and the knowledge required to satisfy different customer situations will change across different team members depending on how situations develop.

In TRADITIONAL operations mangers fought for assets and resources to enable their departments or divisions to function effectively. In ENTREPRENEURIAL operations managers need to act more as “brokers” that facilitate the bringing together of diverse internal groups with ideas and seek out and streamline relationships with external suppliers of resources. WHY… today’s market is influenced by a much greater push for customized products to suit individual needs & wants i.e. Acer or Dell computers.

SURE KNOWLEDGE IS POWER, HOWEVER THE NEW KNOWLEDGE NEEDED IS CUSTOMER FOCUSSED RATHER THAN THE OLD… “BEING IN THE KNOW”

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

Double-loop learning introduced by psychologist Chris Argyris and philosopher Donald Schön is a concept that proposes (rightly) that if organizations and operators are to “manage problems effectively that originate in rapidly changing and uncertain contexts” they need to implement a new (at the time) form of organizational learning.

The must do activity is to involve your organization in…

Double-Loop learning

Explanation from a great webpage on the subject (see below)

“Generative learning focuses on transformational change that changes the status quo. Double loop learning uses feedback from past actions to question assumptions underlying current views. When considering feedback, managers and professionals need to ask not only the reasons for their current actions, but what to do next and even more importantly, why alternative actions are not to be implemented.”

This activity contrasts with traditional SINGLE-LOOP or “adaptive learning” which focuses on incremental change. They also introduced another concept of DEUTERO-learning, which is ‘learning how to learn better’.

The problem with most organizational (and individual) learning is that it is usually simply based on “the detection and correction of errors given”:

1. a current set of norms
2. the applied action strategy and
3. the realised or actual outcomes

The need now of course is particularly to question our norms and beliefs. As I’ve quoted before ‘when there is a paradigm shift we all go back to zero’. (Joel Barker)

Can I suggest that the site listed below (which I am in no way associated with) is worth a visit and perhaps even joining. More detailed information can be found there.

http://www.provenmodels.com/5/double-loop-learning

/chris-argyris–donald-alan-schön

Remembering that the only way to improve is to learn and the only proof of learning is a change in behaviour, how can we create organizations that learn and more importantly change?

1. Budget, time, money and manpower to achieve both individual and organizational learning – ensure management and ALL employees see learning as a ‘real target’ and set up mechanisms to ensure accountability and to measure results.

2. Identify strategic learning areas for your business and where new products or product innovations are likely to yield the quickest and greatest payoff – invest most of you’re resources in these areas.

3. Empower your work force to take risks in the market by decentralising decision making – particularly encourage those in areas of key knowledge.

Note: Many empowerment programmes in Asian operations of international organizations run in to problems because of cultural attitudes (and beliefs) related to power and responsibility, be careful in implementing this option!

4. Set up a system of on job training, job rotation, provide incentives and support for personal development – initiate a PD (personal development) discussion process.

THESE ARE EASY, THE HARD ONES NEXT ISSUE

NB Adapted from – Mitch McCrimmon’s – ‘Unleash the Entrepreneur Within’

What do learning organizations look like?

‘Management encourages a culture of exploration and risk taking and seeks ways to expose staff to new ideas and perspectives’; ‘A market action oriented philosophy drives company leaders and staff and there is a shared belief that he only reason a company has to exist is to serve a customer’; ‘They hire for all levels from outside the organization and will often use outside consultants to bring a new perspective’; ‘Management actively promote job rotation and project teams to develop individuals and encourage active networking and collaboration with outsiders’; ‘They allow mistakes as part of learning (without recrimination) and they often openly reward healthy rule breaking and policy defiance’; ‘Individual’s knowledge sharing is promoted and rewarded and free access to information is provided across all levels’.

KEY ISSUE: Some years ago (when I was a little ‘aussie’ financier), I was sent, to a five-week, live-in, management-training programme. On my return to work I had gained some insights on how to improve my area of responsibility. When I attempted to implement the changes the boss’s reaction was, ‘the way we are doing things now is just fine, we all feel like that after ‘the course’, you’ll get over it in a few weeks, just get on with the job’. (Now how entrepreneurial was that?)

KEY ISSUE: Many equate training people with being a learning organization. Training people is imperative however the new skills and knowledge gained from the training must lead to a change in how the organization operates. A change in the organization’s behaviour and implementation of new ways of doing things based on what has been learned (and shared) is the only true sign that you really are a learning organization.

IS YOUR ‘TRADITIONAL COMPANY’ GOING THE WAY OF THE AUSTRALIAN FINANCE INDUSTRY… (IT NO LONGER EXISTS)?

At the risk of labouring the point however it is important here is a definition of an entrepreneurial organization from:

1000ventures.com/business_guide/mgmt_inex_entreorg.html (interesting page actually worth a read) 

“Entrepreneurial organization is any organization that meets these two criteria:

It is structured so that its members are given the information and tools necessary to allow each to pursue solutions and take advantage of opportunities at their level, based on the stated objectives of the organization.

An atmosphere exists that encourages individual initiative, and mistakes and failures that occur in the process of taking initiative are actually viewed as progress in the personal and organizational quest for excellence.”

NB: Adapted in part from Mitch McCrimmon’s book  ‘Unleash the Entrepreneur Within’

Time to do the resume and find somewhere a little more entrepreneurial: blank resume template with examples blank resume template with examples