Frontiers Friday #29. Caring for and Learning with the People in Organisations
Frontiers of Psychotherapist Development
Frontiers Friday #29. Caring for & Learning with the People in Organisations (Part III)
In continuation with the last 2 week's theme, here's 5 recommendations on create a caring and learning culture in agencies and organisations:
From Our Courses: A Lack of a Learning System
Here you get to go under-the-hood of the Deep Learner course. In this particular module (a handful of embedded videos), I address why a learning system (cf a performing system) within an organisation is so vital in creating a thriving culture.
Key grafs:
- Aviation learns because it employs an open loop for reporting and responding to problems.
- Healthcare, by contrast, typically uses a closed loop where errors are swept under the carpet rather than used as learning opportunities.
- We need to design an open loop learning system.
Special note: If you are keen to become a better and deeper learner, be on the waitlist for the next launch of the Deep Learner course which kicks off in the coming months.
Drop me an email.
Listen: Freakonomics Radio (How to Be More Productive)
From one of my favorite podcasts... so well produced.
There's a big difference between being busy and being productive.
But then again, as Kevin Kelly once said, "Productivity is for robots."
Perhaps being productive is not the aim, but figuring out what to be productive in should be the first port of call.
Read: The Art of Gathering by Priya Parker
If you find office-meetings a drag, this one's for you. It is an art-form on how to gather well.
"Figuring out your desired outcome brings focus to a meeting, and it does one more useful thing: It allows people to make better choices about whether they need to be there. It may even help a host decide whether a meeting is necessary for that outcome or whether an email will do."
Web-Read: Don’t Confuse a Scorecard with a Scoreboard
A Harvard Business Review (HBR) article. This one is especially useful if you are already using measures to guide your clinical practice:
Key grafs:
- Metrics are starting points for dialogue rather than conclusions.
- But all too many managers avoid or ignore this part of their job — either because it takes too much time, is too difficult, or will lead to uncomfortable discussions. So instead they treat scorecards like scoreboards, with black and white numbers that they think tell the whole story.
- Unfortunately without dialogue, interpretation, and reflection, numbers on a scorecard often lead to a distorted picture of performance — with too much, too little, or misplaced credit given for achievement.
Words Worth Contemplating:
"Herein lies the core learning dilemma that confronts organizations: we learn best from experience but we never directly experience the consequences of many of our most important decisions."
~ Peter M Senge, The Fifth Discipline: The Art and Practice of the Learning Organization.
Reflection:
In your workplace, do you have a learning or a performing culture?
What are some factors that impede a culture of real learning?
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If you want more musings, my other blog is Full Circles: Reflections on Living