" the old methods of purposeful planning, systematic arrangement, command and control, status and hierarchy may now no longer work "
As we move to a future where learning conversations may become common in everyday life and work, there is a challenge to engage not only in learning conversations that work, but in learning conversations at work, observes Robert Garvey, Paul Stokes and David Megginson in ‘Coaching and Mentoring: Theory and practice’ (www.sagepublications.com).
A bigger challenge to those who wish to ‘manage’ others in a changing dynamic in the workplace is that ‘the old methods of purposeful planning, systematic arrangement, command and control, status and hierarchy may now no longer be the best approach when learning, knowledge exchange and development are the key business drivers.’
Check, therefore, if your organisation gives way to ‘greater autonomy, experimentation, exploration and the genuine facilitation of learning as a process that adds value.’ This requires space and time for different kinds of conversations and new conditions to enable people to perform to their best, the authors note.
“The greater the desire to strictly control the conversation, the less it produces true creativity, freedom of movement and expression – valued attributes in the new business model of the twenty-first century. These are found in organisations that encourage learning through conversation.”
As we move to a future where learning conversations may become common in everyday life and work, there is a challenge to engage not only in learning conversations that work, but in learning conversations at work, observes Robert Garvey, Paul Stokes and David Megginson in ‘Coaching and Mentoring: Theory and practice’ (www.sagepublications.com).
A bigger challenge to those who wish to ‘manage’ others in a changing dynamic in the workplace is that ‘the old methods of purposeful planning, systematic arrangement, command and control, status and hierarchy may now no longer be the best approach when learning, knowledge exchange and development are the key business drivers.’
Check, therefore, if your organisation gives way to ‘greater autonomy, experimentation, exploration and the genuine facilitation of learning as a process that adds value.’ This requires space and time for different kinds of conversations and new conditions to enable people to perform to their best, the authors note.
“The greater the desire to strictly control the conversation, the less it produces true creativity, freedom of movement and expression – valued attributes in the new business model of the twenty-first century. These are found in organisations that encourage learning through conversation.”
