Learn to change adopts a systems approach to organisational change.
Organisational culture (in blue) and individual behaviours (in yellow) influence each other (arrows). Arrows represent positive and negative feedback loops.
Organisational culture is a system of values and behaviours that we are expected to follow. Organisational culture is expressed in procedures, internal policies, rituals and routines, official speeches and conversations around coffee. Organisational culture is in large part shaped by senior leaders – usually the Secretary General and influential managers. Organisational culture is also shaped by how staff react to their leaders’ behaviour and how they interpret and adapt to procedures and policies.
Organisational culture can also be seen as a set of incentives and disincentives. An incentive is a “carrot” that encourages people to behave in a “positive” way. A disincentive is a “stick” that discourages people to behave in a “positive” way. How people react to a particular set of incentives and disincentives varies from one individual to another, but most people adopt behaviours that are consistent with the mix of incentives and disincentives they are exposed to.
“Enlightened management” is a system constituted of leaders, managers and processes that align, by design, incentives and disincentives to encourage “positive” behaviours and discourage “negative” behaviours. What constitutes “positive” and “negative” behaviour is defined by our mission, our values and the Fundamental Principles. “Enlightened” managers learn from the feedback they get from their staff, either informally or by properly designed sensing tools (Learn to Change sensing tools are the green bubbles).
Enlightened management in a learning organisation can be summarized by listen, learn, lead.
Learn to Change provides the approaches and tools that enable all of us, volunteers, staff, managers and Senior leaders, to
listen, observe and connect (sensing)
learn, understand and internalize (sense-making)
lead, inspire and model (intentional change)
These sensing tools start with you. You are prompted to describe in two or three sentences a meaningful event where you learned or took a decision. The tool then guides you, with interactive graphs, in your reflection of what this experience means for you, and what it says about your organisational culture. You can then visualise, analyse and comment on the patterns and trends that emerge from the hundreds of stories we have compiled.