Alexia Martin wrote --
>> What we are trying to do is
to develop the knowledge/skills designations based on core competencies that
have been defined within the context that these organizations are learning
>>As always, the technology is just a tool to operationalize a
philosophy/culture. The culture change is the most difficult.
It is this tying together of something like developing core competencies
with the concepts of learning organisations which interests me the most.
I find the biggest challenge at the moment is to find a bridge across.
The development of core competencies seems fairly straight forward -
provided you have the resources to achieve agreement across the company.
The definition of the core competencies hinges only on the interpretation
of the business objectives.
What I do find difficult to tackle is the cultural change - I was thinking
about constructing a learning program and start it off by building
learning teams as the first stage of the program. I hoped that any
subsequent learning (ie courses etc.) would then be undertaken in the
spirit of enquiry and enthusiasm for continuously improving upon the
culture the teams had been exposed to. Will this planting of small seeds
naturally grow through out the organisation? I doubt somehow that it will
be enough to give the impetus for continued growth. The small seed
approach is the one I would like to take but I'm not sure how to expand it
Perhaps I am attempting too much by trying to implement an education
program and changing the culture at the same time. I just don't see the
sense in dumping a learning program into a culture that has not yet begun
-- Maria Ivancic firstname.lastname@example.org