Personal and Organizational Growth
Read this article about personal and organizational learning. Do you believe McCall's statement that "leaders are made, not born, through the trial and error learning that occurs through actual work: adversity, challenge, frustration, and struggle lead to change"? Does your organization provide those kinds of learning opportunities? Or does it punish mistakes? Does it embrace other kinds of learning? Do you agree that "too many organizations focus on learning the wrong things"? Have you had this experience? How do you think an organization can be sure that its learning offerings or plans align with its strategic priorities? Do you have a mentor? If not, where and how can you find one? Does this person have the life experience to teach you what you need to learn? Are they approachable and ready to listen when you need them?
Glossary
- Capability Maturity Model (CMM) - The first widely used maturity model, developed in the software industry in the late 1980's by the Software Engineering Institute (SEI) at Carnegie Mellon University and the United States Department of Defense.
- knowledge management - The "planning, organizing, motivating, and controlling of people, processes, and systems in the organization to ensure that its knowledge-related assets are improved and effectively employed".
- learning - "Increasing one's capacity to take effective action".
- learning organization - According to David A. Garvin, "an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights".
- mindfulness - A state of nonjudgmental awareness.
- organizational learning - The process of retaining, storing, and sharing knowledge within an organization. More than merely the sum of the knowledge of all the members of the organization, achieving organizational knowledge "requires systematic integration and collective interpretation of new knowledge that leads to collective action and involves risk taking as experimentation".
- Organizational Project Management Maturity Model (OPM3) - The most widely recognized maturity model, developed by the Project Management Institute. The OPM3 is designed to help an organization support its organizational strategy from the project level on up through the portfolio and program levels.
- project management maturity - The "progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. The appropriate level of maturity will vary for each organization based on its specific goals, strategies, resource capabilities, scope, and needs".
- project maturity model - A set of developmental stages that can be used to evaluate an organization's state of maturity in a particular domain.