I majored in public relations. Many of that discipline’s skills transfer to my current work coaching and consulting. For instance, the humble SWOT analysis: brainstorming an organization’s Strengths, Weaknesses, Opportunities and Threats.
In our age, often the external part of that analysis (Opportunities and Threats) has revealed what we are all up against: globalization, rapidly changing markets, industry disruptions, etc. Every one of my current clients is in an industry undergoing upheaval right now. That includes a non-profit.
It is why so much consulting work focuses on helping companies become what Peter Senge calls “learning organizations” adept at “team learning.” As Eric Hoffer said, “In times of change learners inherit the earth; while the learned find themselves beautifully equipped to deal with a world that no longer exists.”
In times of change learners inherit the earth; while the learned find themselves beautifully equipped to deal with a world that no longer exists.
Eric Hoffer
So it has become more and more important to adapt–but where should you focus?
An answer: It’s 39 pages including footnotes, but this white paper traces the history of “organizational learning agility,” i.e., the organization’s “ability to respond to adaptive challenge.” It also points the way forward.
The money quote:
“… organizations become stupendously deluded with a belief in technology, while the larger issue is usually one of mindset and leadership behavior.”
I can help, and have helped, teams implement systems and processes. But it is all for naught if you don’t address culture as well.
Is your team able to debate and reach consensus?
Can it study and analyze?
Are these habits or just one-off events to deal with the next crisis?
Some see classical education as stuffy. But the bundles of skills learned there help you stay agile–to “wrestle and grow.”