"Each problem that I solved became a rule which served afterwards to solve other problems."
- Rene Descartes (1596-1650), "Discours de la Methode"
Ok, I promise this is the last time I'll use this quote... today. But I hope you agree that it's had a lot to say. This time I want to focus on what I believe is the real power of this statement.
Where most people see problems as...problems, Descartes sees problems as opportunities to learn in order to solve future problems. Taking a future perspective when solving every day problems allows you to create value that doesn't exist when you're just "putting out fires."
It's actually very difficult (a problem in itself) to create value without having problems to solve. So the next time you're confronted with an irate client, a prospect who just keeps putting you off or a supplier who forgot to deliver your order, just smile knowing you've been given a great opportunity to improve your organization and yourself.
Be Wise,
--Charles
Tuesday, November 25, 2008
Rene Descartes and Learning that Sticks
"Each problem that I solved became a rule which served afterwards to solve other problems."
- Rene Descartes (1596-1650), "Discours de la Methode"
In my last post I mentioned that I should do several posts from this quote. Here's part II. In the last one I focused on building a "learning organization." This time I want to focus on "individual learning."
Many organizations focus on episodic training sessions to teach people the skills they need to do their job. Some go further and provide seminars to increase an employee’s enthusiasm and motivation. But again, it's done in an episodic somewhat disconnected manner.
Studies have shown that a person will retain, at most, about 10% to 20% of the content of a two hour training session or seminar. Add a consulting piece and that number increases to 30% to 35%. But add a coaching and/or a mentoring program and that number can go as high as 80%!!!
So make sure that you look at the big picture first, and then connect the pieces. Your organization's leaders and managers should make sure that team members understand the context of any training and that the training fits the context (that is the strategy and culture) of your organization. Then coach and mentor your people to use that training to solve the real problems they face and move the organization closer to it's Vision (it's preferred future state).
Be Wise,
--Charles
- Rene Descartes (1596-1650), "Discours de la Methode"
In my last post I mentioned that I should do several posts from this quote. Here's part II. In the last one I focused on building a "learning organization." This time I want to focus on "individual learning."
Many organizations focus on episodic training sessions to teach people the skills they need to do their job. Some go further and provide seminars to increase an employee’s enthusiasm and motivation. But again, it's done in an episodic somewhat disconnected manner.
Studies have shown that a person will retain, at most, about 10% to 20% of the content of a two hour training session or seminar. Add a consulting piece and that number increases to 30% to 35%. But add a coaching and/or a mentoring program and that number can go as high as 80%!!!
So make sure that you look at the big picture first, and then connect the pieces. Your organization's leaders and managers should make sure that team members understand the context of any training and that the training fits the context (that is the strategy and culture) of your organization. Then coach and mentor your people to use that training to solve the real problems they face and move the organization closer to it's Vision (it's preferred future state).
Be Wise,
--Charles
Rene Descartes knew the key to building a Learning Organization
"Each problem that I solved became a rule which served afterwards to solve other problems."
- Rene Descartes (1596-1650), "Discours de la Methode"
This short quote has so much meat that I may need two or three posts to give all my thoughts on it.
But let's start with what I think is essential for any organization -- to (as Peter Senge of MIT would say) become a "learning organization." In most organizations learning is done on an individual basis, either through continuing education or by on-the-job experiences. However, a huge opportunity is missed when what an individual, or a team, learns is not shared with others in similar roles.
In order to share learning, opportunities to "download" this knowledge must be created. Most think first of technology like databases and contact management software. These can be very useful, but the place to start is by identifying the situations where learning is taking place and then finding ways to compile this learning (debriefings, group meetings, questionnaires, maybe even something as simple as creating a list of people with expertise in certain areas for others in the organization to go to with their questions).
In the end, the more efficient an organization is at sharing knowledge the stronger it will be.
Be Wise,
--Charles
- Rene Descartes (1596-1650), "Discours de la Methode"
This short quote has so much meat that I may need two or three posts to give all my thoughts on it.
But let's start with what I think is essential for any organization -- to (as Peter Senge of MIT would say) become a "learning organization." In most organizations learning is done on an individual basis, either through continuing education or by on-the-job experiences. However, a huge opportunity is missed when what an individual, or a team, learns is not shared with others in similar roles.
In order to share learning, opportunities to "download" this knowledge must be created. Most think first of technology like databases and contact management software. These can be very useful, but the place to start is by identifying the situations where learning is taking place and then finding ways to compile this learning (debriefings, group meetings, questionnaires, maybe even something as simple as creating a list of people with expertise in certain areas for others in the organization to go to with their questions).
In the end, the more efficient an organization is at sharing knowledge the stronger it will be.
Be Wise,
--Charles
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