Aug 15, 2013
Dale Carnegie Training Japan: http://japan.dalecarnegie.com/
Corporate learning isn’t working. Heroically, time and treasure
are being spent by company leaders to improve staff performance.
Inherent in that goal is that we as recipients learn something new
or re-learn what we supposedly should know already. Talking to
companies interested in increasing people performance, we have
noted some common barriers to making learning work.
Business conditions, markets, the competition are all in a state of
flux and change is now "constant". Companies attempt to respond.
The clarion call goes out to the troops to rally behind the latest
change. New policies, slogans, work methods, and systems "cascade"
and are met with disinterest or just tacit compliance.
The changes usually require everyone to "learn" to do things in a
new or different way. The desired order is usually (1) learn, (2)
change, (3) improve results. The breakdown point in this continuum
is the one in the middle – change. The organisation may want
improved performance, but is met with the mindset of "I" agree in
principle, but no thank you - "I" don’t want to make any changes to
what "I" do now. Insanity is defined as doing the same thing every
time and expecting a different outcome. This "no thank you"
attitude drives leaders nuts.
So why don’t we want to change? Actually we are changing all the
time, and with the influx of powerful hand held technology, which
we lug around 24 hours a day, we are the leading generation of
change adoption. Having some cool new piece of technology is fine,
as far as change goes, but getting on board with the latest
corporate direction is not as appealing. The bosses return from the
executive off-site brimming with exuberance and high hopes, to find
the troops don’t really buy into the change proposal.
"Seen it all before" cynicism runs wild, and top down direction is
resisted. By the way, "we own the world we create". So when there
is no creation or ownership, leaders, at best, get passive
compliance from subordinates.
In the adoption of the new, change necessitates exposure to RISK.
We are generally risk averse, that is why we are all firmly
entrenched in our Comfort Zones. We have all learnt to reduce risk,
so that is why we take the same route to work every day, eat the
same range of cuisines, listen to the same range of music, have the
basic same circle of friends, and have the same group of close
colleagues at work. Hey, it’s comfortable and we will have boiled
down a lot of complex choices to settle on these few safer
alternatives. So don’t ask me to go through the whole process again
and make changes, thank you very much!
Break out of our Comfort Zone? Successful companies work on this to
successfully drive the culture change required to meet the
organisation’s goals. The barrier is the learning process inside
most companies. There is no content component to expand their
people’s Comfort Zones. "Learning" is often just data download,
purely technical or simply product knowledge driven. Now is a good
time to take a measured look at your current learning content.
Where is the bit to build the confidence to take risks, to really
expand those Comfort Zones, to actively adopt change, to learn, to
improve performance?
Will we ever learn?
Related article by Dr. Greg Story, President of Dale Carnegie Training Japan: "Will We Ever Learn?"
Related video by Dr. Greg Story, President of
Dale Carnegie Training Japan: THE Leadership Japan
Series #3 - You Don't Learn Do You