Saturday, June 26, 2021

Conductive Climate for Learning

It means there is growth and education and solid evaluation of ideas at the core of business objectives and there is a fully functioning business to achieve the “art of possible.”

Digital means blurred functional/organizational/industrial/geographical borders or territories. It is a waste of resources to leave any valuable human potential left unrecognized, untapped and unused. Good management practice is the ability to harness the best potential of all human resources in the organization. 

It's important to engage people with recognition and intellectual challenges, and build the team climate for learning. How you engage people will directly impact on how their remuneration and performance management systems reinforce the organizational strategy and drive needed changes.

Build a conducive organizational climate: The rapid change and frequent disruptions are the new normal. Innovation and improvement that the leader creates sets the tone and environment for the employees. From business management perspectives, a focus on learning, improvement and growth is much easier when employees are engaged in their work and the organization they work for. And this should be the first step in building a conductive organizational climate for continuous improvement. There are many factors that can lead to employees being disengaged in addition to the company and role they work for. Disengagement can have as much to do with how people feel about their contribution in combination with the activities they are performing. Thus, the management needs to ponder deeper: What impact does the communication behaviour of managers have on the engagement of the employees ?How does one put value on what an employee can add or take away from culture? How does one negative employee impact efficiency or productivity? How does a creative employee help the organization discover a new way to do things?

Engagement takes Mind, Heart, and Hands Unification. Leaders understand that every individual possesses a unique skill set or value that when harnessed will create both cultural and operational excellence. They make time to listen, to invest and to advocate. Don't forget about communication, transparency, and acts of integrity on the part of management in creating organizational trust. In addition, every employee wants to know they make a difference and that their company is willing to invest in helping them through intentional development to reach their potential. It's all about the relationship to learning- if it's done right, people become more productive and creative and learning should provide much fun and enjoyment as well as a sense of achievement and a little bonus of self worth. Without a conducive organizational climate, it is quite difficult to do the right things like transparent communication, display of integrity, and making people believe in the value of mutual trust.

Structural discipline: The people who are in the near proximity and have in-depth knowledge about the factual nature of the problem are the people who are hardly involved in the problem identification. Fine tuning a climate for learning and growth takes a structural effort, rather than a few random initiatives because it instills a culture that constant evolution and learning is taken seriously. Developing the creative workplace is challenging because most businesses are interested in short-term visible results, but building an innovative business takes a good strategy put in place that targets the areas identified as “lacking” in creativity, and then, leverages the structural discipline to integrate both hard and soft business elements such as process, technology, culture, communication, people into cohesive business capability. Even optimized processes and smart tools ain't bringing the expected effects if not driven by dedicated professionals - therefore, select potentials, reform them, then go by such multiplicators

By practice, the logical scenario is: Assessing: the first need is a tool to assess how creative the business (or employee, department or product etc.) is. Strategizing: Next, specific strategies can be put in place that target the areas identified as "lacking" in creativity. Coping strategies for the mundane, painful, stressful, tiring, challenging or competitive nature of many working environments requires to develop often elaborate routines in order to weave some form of personal creative narrative through their day-to-day existence. Finally, Measuring: a tool could be used again to "measure" improvements. The testing and evaluation of processes and ideas aimed at improvement is critical.

As the saying goes "practice makes it perfect": The sustained business success depends on good virtues such as professionalism, positives, teamwork, trust, empathy, and loyalty, etc. You need to look at all aspects of their individual traits, work ethic, influence, creativity, experience, ability, achievements and performance, and the hidden potential each employee has if given the opportunity to accelerate within the work environment. People want to grow, develop and learn, in effect they want to change even though they don't realize it. Either individually or organizationally, an improvement is a form of change, change can also be leapfrogged into business transformation. "Practice makes it perfect" - it brings the importance of the daily pattern of one's personal involvement to her/his improvement which would do a great job to surrounding either to the workplace. You might call these shared values or a belief system.

The well-designed organizations are experimenting, exploring, learning the lessons, and developing the best and next practices to embrace innovative digital learning. The latest digital technologies and platforms make digital learning more effective and innovative, enforce knowledge sharing and collaboration effortlessly at large scale. The objective evaluation of an employee’s quality and value are multi-folded, reflecting the strategic goals you set up; the culture you intend to cultivate; or the management style you need to shape, etc. So the focal point of performance measurement includes The AMOUNT of work (productivity); the TIME spent on production (in relation with non-productive activities); the TIME ratio spending on production, innovation and administration tasks; the QUALITY of the output delivered (new ideas, accurateness, value, positive culture influence, etc.); the SPEED in which the output is delivered; and the INNOVATION of work; the level of INFLUENCE (expertise, culture influence, etc) It means there is growth and education and solid evaluation of ideas at the core of business objectives and there is a fully functioning business to achieve the “art of possible.”

With rapid change and a shortened knowledge cycle, business becomes more successful when the corresponding learning curve has reduced uncertainty to the point where strategic synergy can be created and organizational interdependence can be structured. Thus, building a conductive climate is an imperative to drive transformative change by clarifying leadership vision, sharing knowledge and dedicating to innovation.


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