Dave,
I understand completely what you're seeing and empathize--you probably
feel like you're the only one who can see the disconnects. And perhaps
you are.
>A bit of background: My agency is beginning to implement a major
>reorganization plan, part of which is to move toward becoming a learning
>organization. I've wondered (and doubted) whether it's possible to simply
>"do it" and I suspect there are various stages of evolution, of which LO
>represents only one. I also suspect "becoming an LO" (please bear with
>this inappropriate phrase) requires several critical elements of
>organizational culture, and perhaps a certain body of shared experience as
>well.
Who, at what level of the heirarchy, is advocating becoming a LO? Is
someone convinced it's time to move on now that you've tried CQI? Is LO
the next step in someone's experience? I'd find that someone and get
their understanding of what the current culture is and what changes they
envision the reoganization will accomplish. in other words, what
behaviors would change, what would be different? What is someone trying
to get out of this? Is someone working off a "plan" that was published
when the QI position was filled? Sounds like this could be a trip to
Abilene!!
I know it's unfair to answer a question with more questions, but it's the
only way for me to understand what you haven't shared.
>The question: What evolutionary stages, or phases, must an organization
>go through in order to practice learning concepts?
Simply, all of them; just like baby, toddler, child, adolescent, teen,
young adult, adult, sage/crone--and your next piece indicates the
organization is just beginning to show the rudiments of change. To me, it
appears you might be planning to get pregnant!!
>A [snip of the] snip of the situation: We display what I'd call
>conflicting cultural traits...we made a commitment...holding
>the...position vacant for budgetary reasons...planning
>process...top-down decisions...function very hierarchically...
>dedicated to the use of facilitators...with varying degrees of
>success...trying to shift.
I'd say your key decision maker(s) need a coach, someone they trust who
can help them see the disconnects. Are you in a position to help? If I
can be of any further assistance or confusion, don't hesitate to call
(520) 298-7003 or e-mail.
-- Ginger Shafer The Leadership Dimension "Bringing Leadership to Life" vshafer@azstarnet.com