January 26, 2011
Some organizational initiatives are so big, it isn’t easy to judge when there is sufficient forward movement. Activity and enthusiasm are great, but they don’t always translate into genuine, sustainable advancement. Even measurable headway toward the intended outcomes can be suspect if we can’t tell that enough movement has occurred to ensure backsliding and regression won’t take over at some later point.
Practitioners can use many approaches in this kind of situation. In this blog post, I’ll share with you how I deal with these kinds of questions.
January 18, 2011
Mistakes are inevitable during major change, but are they failures, or merely “corrective experiences”? How can we know the difference? Today, I finish my three-part series on Learning as a Foundation of Our Work with a discussion of a third model, The Learning Sequence.
January 14, 2011
The only way to succeed when seeking transformational goals is to reframe the notion of failure into “corrective” experiences:
* Failures are mistakes that render no value—people miss the mark and do not learn from the incident.
* Corrective experiences are mistakes that enable people to gain important discernment and illumination.
I’m not trying to diminish the importance of reinforcing and recognizing successful performance, but I am highlighting the importance of using mistakes as catalysts for growth.
January 10, 2011
In my opinion, learning is one of the indispensable bedrocks of our craft. I layer many concepts, tools, and techniques on top of this core element, but fostering learning—my own and my clients’—is at the heart of what I do. Recently, I inventoried all the learning models that have influenced my work, and wrote a blog series on what we can “learn about learning.”