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Balajhi N
Business Consultant
7/21/2009
N.Balajhi
Business Consultant
Comment: by A nonymo us
3) Disliking teaching/mentoring.
I think the last two might be overcome if people saw great results from
their efforts to teach/learn, but I know that in my organization there is
no system in place to help senior people become better teachers , and
junior people become b etter learners. Senior people know what they do
in each situation, but don't know how to articulate why they do what
they do, and how junior people can translate it into any other situation.
Thoughts on any resources for this?
I agree with the challenges mentioned the comment and in fact it was the first p oint
'Trans ferring knowledge' tha t I highlighted in my above mentioned article. To
transfer kn owledge, it must firs t be available then shared a nd share d k nowledge
must be used for an orga nisation to benefi t from it. The differen ce is, said article
deals with the cultu ral and system a ngle of an organisa tion while the a bove
mentioned commen t highlights the capa city and ability of people to share and use
knowledge. To some ex tent the work cul ture of an organisatio n deals with the
learning aspect. In a p rogressive work cultur e people would want to listen a nd learn.
Their dislike to teaching and mentoring would be low to nil. But surely making better
teacher s and learners ou t of peo ple working in an organisation is a tremendous
challenge unless they are natural teache rs a nd learners.
nbalajhi@gmail.com http://enablingbusiness.blogspot.com
N.Balajhi
Business Consultant
People learn when they a re driven. Not eve ryone is self -driven and a n organisa tion
needs to play a big role in driving people to learn and achieve more. Create ' work
challenges' that drive people to learn an d raise the bar. Do not tolerate sub -
optimum perfor mances . Keep raising th e bar of optimum perf orman ce with
improvements in over all work perf orman ce. Leadersh ip must se t an examp le in
learning. They cannot repea t their mistak es and close their eyes to knowledge
available with the organisation w hen they want their employees to le arn and u se
knowledge. Provide a learning envi ronment where people are e ncouraged to learn.
You can not expe ct a pers on to lear n fr om work whe n his re quest for a library is
denied or for tha t ma tter execu tive / highe r education is denied. Last bu t the mos t
importan t incen tive for learning is Respe ct, Recognition and Reward for knowledge
shared . Absence of R -R-R will keep peo ple far aw ay fr om learning as no t mu ch is
going to happe n even if they learn an d sh are their knowledge.
nbalajhi@gmail.com http://enablingbusiness.blogspot.com
N.Balajhi
Business Consultant
The need for time will be felt when kn owledge is shared in the tr aditional way. We
can have daily / weekly sessions of k nowled ge sharing but the n less will be learnt a t
those sessio ns compared with k nowledge pr ovided as the nee d for it arises. People at
work would wan t to kn ow what to do or ho w to d o at a poin t of time. If they can be
provisioned with the required kn owledge at the click of a button or two there will be
no need to pu sh for k nowledge usage or f or that ma tter lear ning. But the challenge is
in enabling it.
nbalajhi@gmail.com http://enablingbusiness.blogspot.com
N.Balajhi
Business Consultant
If after all of the initiatives there still are people unwilling to learn or dislike learning
then the orga nisation will be better off without them. You ca n work on people
unwilling to sha re b ut no t mu ch can be do ne with people w ho are u nwilling to le arn.
+++
nbalajhi@gmail.com http://enablingbusiness.blogspot.com