This Is Fundamentally a Change-Management Effort, Not a Training Initiative


In order for a company to become a learning organization, people need to alter their behaviors and the belief structures they've clung to for years . This process will change the way employees learn and the importance they place on acquiring new skills and knowledge. It also takes power away from managers, who have historically controlled who gets training on what subjects and schedules. To implement this process, you must reorganize employees ' ways of doing things and put your faith in their ability to see the value of that cultural shift.

Implementing the technology is the easy part; getting people to use it is the true challenge. Most companies that have tried and failed to become learning organizations miss this point entirely. They get so caught up in choosing tools and technology that they forget about the needs of their people. How many failed attempts have there been in your industry as a result of management's not understanding the cultural relevance of e-learning? Buying technology is an easy alternative to a fundamental cultural revolution, but in the end, the technology can't succeed until the revolution happens.




Built to Learn. The Inside Story of How Rockwell Collins Became a True Learning Organization
Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization
ISBN: 0814407722
EAN: 2147483647
Year: 2003
Pages: 124

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