Plano has 1400 employees and we have been through an organization-wide TQM
effort. While a number of the tools have been helpful, we have found that
our employees are not truly empowered nor have we escaped from the
"program of the month" mentality. I was fortunate enough to work for an
organization in Colorado that did encourage continuous learning. As a
result, a number of far-reaching changes were made over time and I know it
can be done. My goals specifically are to address our current inflexible
structure and to impact culture so that continuous individual and team
learning can occur. In the 1990's cities need to be competitive with other
public and private service providers and we need a high level of
committment and knowledge from our employees.
I'm a little bit stuck with what I think is a chicken and egg question:
Do you change the organizational structure first, using learning
principles, or do you foster an environment where learning can occur out
of which structural change will happen. Does anyone out there have any
experience with this conundrum?
Personally I have a Master's Degree in Public Administration and have held
management positions in various cities from Florida to Colorado to Texas
for the past 15 years. I am continuously learning and and seek
opportunities to broaden my knowledge. I was fortunate enough to
participate in Peter Senge's seminar in Dallas a couple of weeks ago.
Debbie Broome <firstname.lastname@example.org>
Learning-org -- An Internet Dialog on Learning Organizations For info: <email@example.com> -or- <http://world.std.com/~lo/>