Implications for the PLC
Communication was again identified as Communication in particular, the communication policy statements. An of organizational example was cited where an organizational strategy concerned with the marketing function had failed, resulting in a drain on resources. The failure of the strategy was interpreted, by the course members, to be directly attributed to poor communication within their organization. A further concern was the functions (sales and marketing were identified) where there was recognition of poor communication and a lack of bonesty and integrity between them (course members volunteered the information that there exists conflict between these two functions). Indeed the point was raised that to overcome many existing tensions there is a need for organizational members to gain knowledge and understanding of all the functions and their contribution to the organization as whole. Course members expressed an awareness of the need for "existing walls and at the top of the organization for there to be "responsibility to learn and not rebuild with other walls"
Formal processes with "the imposition rather than emergence of issues" were recognized as having implications for "the long-term strategic capabilities, for creativity and leaming and thus for the organization to do well in the longer term". In the short term term it was thought by course members that the processes could be supported by "managers who had studied for the DMS, through utilization of the awareness of these managers. Currently there is no roll out therefore not a leaming organization". Course members cited the need to "build on seeds of opportunity, by encouraging self help, development, and making use of facilitator skills". Enablers of self-help groups, learning sets and mentors were identified, It was therefore felt that there were implications for self-development but discernment that "a lack of perceived reciprocal commitment by senior managers due to reduced funding" prevailed.
Practice of the five disciplines as a way of working towards becoming a meaming organization" was considered difficult because individuals are engaged in fire- fighting. In addition course members agreed "that not only was the development of the five disciplines versus daing your that there are also funding issues associated with this development". Course members expressed a view that the five disciplines for the particular divisions to which they belonged was "OK if Personal Business objectives are integrated within the organizational culture with self-motivated teams". The current organizational culture was, however, cited in two particular functions as having "a blame culture with fear of failure (sales and marketing)". This was expressed as having an adverse impact on the organization. There was recognition however, that one way ahead may be for the disciplines to be "tailored in a plan to suit the organization which is perceived meaningful by organizational members with everyone's Personal Business objectives linked to this organizational strategy