Learning Theories
This article presents a different perspective on learning organizations, more focused on the individual and how the organization best serves them. How can an organization avoid "losing out on its learning abilities when members of the organization leave"? What are the six factors related to time? These relate not only to constraints on learning but also to operational and project activities of organizations writ large. Keep these in mind whenever you plan a new project or for your current projects or operational support roles, and make sure they are considerations for defining your scope. Managing up is something analysts do all the time. This happens when you work with your managers to refine requirements, develop your TOR, and define your scope. It is also a key skill for ensuring your analytic findings find a receptive audience, despite expected results. Have any of these tips helped you to effectively "manage up" in the past? How could you apply some of them in the future to communicate more effectively with your decision-makers?
Follower factors influencing organizational learning
Though shallow on the surface, Maxwell's definition of influence substantiates the effect influence can have within an organizational structure, particularly as it relates to lower level employees affecting organizational change. Maxwell states, "Leadership is influence". Peter Drucker, as cited in Goldsmith, Morgan, and Ogg, states, "'the great majority of people tend to focus downward,' writes Peter Drucker. 'They are occupied with efforts rather than results. They worry over what the organization and their superiors owe them and should do for them'". What is missing in this mindset is the ability to affect, or influence, change within an organization regardless of position. Goldsmith, Morgan, and Ogg, state, "Organizations in all fields suffer when key employees cannot effectively influence upper management". These authors go on to suggest 10 guidelines for affecting change in an upward fashion:
- When presenting ideas to upper management, realize that it is your responsibility to sell - not [upper management's] responsibility to buy.
- Focus on contribution to the larger good, not just the achievement of your objectives.
- Strive to win the big battles. Don't waste your ammunition on small points.
- Present a realistic cost-benefit of your ideas. Don't just sell benefits.
- "Challenge up" on issues involving ethics or integrity.
- Realize that your upper managers are just as human as you are.
- Treat upper managers with the same courtesy that you would treat partners or customers.
- Support the final decision of the team.
- Make a positive difference.
- Focus on the future - let go of the past.