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DEVELOPING
THE THINKING
ORGANIZATION
Welcome
to the second instalment in our six-part series, Developing the
Learning Organization. (Here is Part
1 if you missed it.)
DIRECTING
CHANGE
 hange
is inevitable; however, today much of our change is simply change
on paper. In reality, these changes don’t happen.
Remember,
we are all TEMPS in our job. We only have a job as long as the
organization needs us. Organizations will only need us if they
continue to develop. Contrary to belief, it isn’t change
people find difficult, it’s the transition from here to there.
As human beings, our ability to cope with the transitions brought
about by change is better than any other species.
How
do you help people through these transitions? Learn to include
everyone in the processes of change.
Try
these keys to assisting the organization to focus on learning:
1.
Vision
Help everyone develop a corporate vision. Using small group sessions,
allow the staff to create their own vision. Publish this for staff,
suppliers and customers to see.
2.
Start at the Bottom
To develop a learning organization, involve EVERYONE in the company.
Ask everyone what they see that could improve their department
and assist them in achieving the vision — the focus is on
clear, worthwhile, believable benefits.
3.
WIIFM
People want to see how the result will solve their workplace challenge.
Only if they see “What’s In It For Me” will they
become part of the solution.
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UPCOMING
WORKSHOPS 
October
November
December
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4.
Timing
The longer it takes to see tangible results, the more difficult
it will be to keep staff on target. Quicker results will help
people continue to focus on change.
Learn
these techniques. Practice them. Most change fails because of
resistance. People will change — when it suits them, not
you. In developing a learning organization, your people will want
to change right along with your organization.
Join
us in November for our next instalment in this series.
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