Вы находитесь на странице: 1из 11

HOW CAN ORGANIZATIONS LEARN FASTER?

THE CHALLENGE OF ENTERING THE GREEN


ROOM

Three Types of Learning

Knowledge Acquisition and Insight

Habit and Skill Learning

Emotional Conditioning and Learned Anxiety

Knowledge Acquisition and Insight

Commonest view of learning is the acquisition of information to build our


knowledge base

Some kinds of cognitive learning solving a crossword puzzle, figuring out a


brain teaser, or doing a mathematics problem

Insight is often difficult to achieve, and when we cannot solve a problem


because it is too complex, we become frustrated and anxious.

Most organizational learning theories focus on knowledge acquisition and


insight; they imply that the essence of learning is the acquisition of information
and knowledge through various kinds of cognitive activities.

1.
2.
3.
4.

The insight is better understanding of what have learned. It will give a different
level of understanding of learned things.
Insight is very difficult to achieve so here comes the role of Anxiety 1
Anxiety 1 where we will be in a deny mode and think of not doing things
Due to Anxiety 1 :
We denied the problem
Destroying the problem
Project the problem someone else
Manage what to do

Because of all theses this knowledge requisition cannot be done properly


.
Leaders sometimes attempt to overcome anxiety1 and speedup insight learning
by providing new mission widely
.
Two facts are mainly ignored in organisational learning:
1.
Learns can occur only when learner recognise the problem and is motivated to
learn and overcome anxiety1
2.
Learner cannot consistently produce the same result

Habit and Skill Learning

This is the kind of learning symbolized by the use of the carrot instead of the
stick, the creation of incentives to do the right thing, and the immediate
rewarding of correct behaviour

The most difficult aspect of such learning is overcoming bad habits and cultural
rules

To speed up this kind of learning we have to provide practice fields and


coaching in a psychologically safe environment

Emotional Conditioning and Learned


Anxiety

Emotional conditioning, which is associated with Pavlov

If you put a dog in a green room, ring a bell, and then give the dog a painful
electric shock, it will fairly quickly learn to avoid green rooms, and, if it hears a
bell, the dog will run away or cower anxiously

Emotional conditioning occurs in response to rewards as well as when a dog


learns to respond positively to a bell that is rung just prior to when the dog is fed.

Managing the Anxieties of Change

Disconfirmation

They perceive that there current ways of doing things is not working. Intense communication and
economic education for making employee understand.

Creation of Guilt or Anxiety

Not just disconfirmation required for changes even though they balance in disconfirmation. They might
not be motivated to change because they do not connect information to something they care about
employee wont take management information seriously until they feel ashamed or personally threatened
this in anxiety1

Creation of Psychological Safety

We must provide a path at 1st step to get on the dangerous journey. We must provide encouragement
support and coaching for a change to happen people must feel psychologically safe i.e they have to see a
manageable path forward a direction that is safe.

Parallel Learning Systems

Leaders Must Learn Something New.

Leaders themselves need to overcome this cultural assumption and should deal with anxiety1 before they appreciated
and deal with anxiety1 of others. In order to improve this leader should be exposed to several programs and conferences
where they are exposed to new ideas.

Leaders Must Create a Change Management Group

Group itself should learn something new and then help the rest of the organisation into
the green room. Such groups are sometimes called steering committees

The Steering Committee Must Go through Its Own Learning Process

In order to spread new norms in the organisation the steering committee must begin to
develop these norms within the organisation by usually visiting other organizations and
bringing in organisational development consultants and undergo some joint training in
team work so in order to group for functioning well with mutual trust

The Steering Committee Must Design the


Organizational Learning Process
There is a need for forming some committee to learn the issues in the organisation

by taking up issues to develop change plan to change the current scenario that the
people face in the organisation right now .The committee takes up this as an
assignment and find a way out of this matter

The Task Forces Must Learn How to Learn.


The committee or task forces formed should first and foremost take up

learning process or else they can never find a solution to the same

The Task Forces Must Create Specific Change Programs.

After learning process of a steering committee reviews the plan to see if the plan is
effective and realistic to see if it really make a change

Throughout the Process, the Steering Committee Must


Maintain Communication.
It is the steering committee responsibility to see the plan is well

communicated to the members or employees that the plan is well effective

The Steering Committee Must Develop Mechanisms for


Continuous Learning

The steering committee should also make sure that the continuous learning
should take place and plan is being repeatedly reviewed to see that effectively
brings a change to the problem faced by the organisation