Every business has problems. Therefore, the average life expectancy of a large industrial company is 40 years. Some deficiencies in training when companies are not ready to learn from their mistakes. They insist on doing the same thing every time. Even when problems arise, no one considers the cause of the problem. The problem is embarrassment, which should be swept under the rug and forgotten, and not used as an opportunity to learn. Managing these dilemmas and disabilities is the management team. Below is a quote from Peter Senge's book The Fifth Discipline - the Art and Practice of an Educational Organization. Does this look like your company? If it starts to worry!
Management team myth
The constant drive to fight these dilemmas and disabilities is the “management team”, a collection of experienced, experienced managers who represent the various functions and areas of the organization’s competence. Together, they must solve complex cross-functional problems that are crucial to the organization. What is our confidence that typical management teams can overcome these learning difficulties?
Too often, teams in business tend to spend their time fighting for peat, avoiding everything that makes them look bad personally, and pretends that everyone is behind the team’s collective strategy - supporting the emergence of a cohesive team. To preserve the image, they tend to suppress disagreement; people with serious reservations avoid smoking them publicly, and joint decisions plunge into compromises, reflecting who everyone can live with, or reflecting the opinion of one person imposed on the group. If there is disagreement, it is usually expressed in a way that places blame, polarizes opinion and does not reveal fundamental differences in assumptions and experience so that the team as a whole can learn.
“Most management teams break under pressure,” writes Harvard Chris Argyris, who has studied management teams for a long time. “The team can function normally with common problems. But when they face difficult problems that can be embarrassing or threatening, the “team” seems to fall into the bank. ”
Argyris argues that most managers find collective inquiries inherently threatening. The school teaches us never to admit that we don’t know the answer, and most corporations reinforced this lesson by rewarding people who succeed in defending their views, rather than asking difficult questions. (When was the last time someone rewarded in your organization for raising difficult questions about current company policies and not solving urgent problems?) Even if we feel insecure or ignorant, we learn to defend ourselves from the pain of appearance uncertain or ignorant. This process blocks any new insights that may threaten us. The consequence of this is what Argiris calls “qualified incompetence” - groups full of people who incredibly know how not to learn.
So, how is your company? If your company is what Senge describes as “Training Organization”, then there is no need to protect your turf, no need to accept a compromise, there is no need for management to know everything. In a learning organization, the knowledge that was used by employees, and each member of the management team exists to support the other. They understand that everyone wins if the team succeeds, and they also know that failure is another term for learning opportunities.
Would you not like to work in an organization where your opinion matters and where you CAN make a difference in the success of a company? Where you do not need to pretend to be busy or pretend that everyone knows. So how do you create a learning organization? It begins with the creation of training people in study groups, which are then cascaded into a learning organization.
Thanks to an effective facilitated process, team members learn to work together, learn from their mistakes and constantly challenge their assumptions about reality. First of all, they work together as a team to solve problems and improve results.
Organization of training is possible!
