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Efficiency of Learning Opportunities

Employees with learning opportunity are developing skills to accumulate wealth for their employer. This also gives employees opportunity to apply these skills to their lives, thereby, creating wealth for themselves. Employees under control leadership do not have this opportunity, they just follow orders.

  Learning Environments
Team Management System
Non-learning Environments
Control Management System
Opportunity Trust Responsibility Employers that delegate decision making responsibility trust their employees and motivate them to be the best. Trust and responsibility leads to opportunity. Employers that do not trust their employees, establish work procedures to control them. For lack of trust, there is limited responsibility and opportunity.
Cross training Learning new skills is a result of a company creating opportunity. Employees that become involved in different tasks understand what the company is trying to achieve. The more involved employees become the greater their pride for the company and their part in it. Control limits responsibility, which limits the amount of training the company will provide. If the company needs new skills, they will hire someone who has them. High employee turnover makes it possible to hire needed skills.
Conflict, Debate We all learn possibilities and limits when we debate problems. Each person has a point of view that needs to be considered. The results, everyone has a better understanding of the problem. People, who never become involved in debates, never learn of possibilities or limits. They are robbed of the learning process that leads to responsibility and opportunity.
Coworker, One on One
Decision making responsibility leads to bragging, telling coworkers how they solved or prevented problems. This is training for coworkers, telling them what works and does not work. Coworkers' experiences have a greater impact than formal classroom training. (This can only happen where coworkers bond and become friends.) Control limits knowledge-sharing socializing. When workers do socialize, they talk about any subject, other than their job. Job experiences are not passed on except conflicts with the bosses. Socializing as a training option is lost to the company and the employees.
Crisis, Survival Training Risk training is learning to make quality decisions under pressure. Few companies have deliberate crisis training so employees must learn this skill through self-education. Control systems are not supposed to have a crisis. Problems are covered up until they explode. Very often, recovery is impossible and the company goes out of business.
Leadership Example Bosses act as a coach; they help employees to be the best they can be. Their example becomes employees' goal. Bosses want workers to know who the boss is. They fire anyone who opposes him.
Employees are allowed to fail and try again. Risk takers try and fail until they get it right. Results are highly productive. Employees adapt easily to new technology. Employees are not allowed to take risk or fail. Risk takers are called troublemakers and fired. In order to adapt new technology they must hire new employees.
Policy Employees are considered an investment. Training increases their value. Profits are made by ever-increasing efficiency. Employees are considered a cost. Extensive training is considered unproductive cost. Profits are made by employees repetitive tasks, limited skills, and limited responsibility.
Technology Technology is used to help employees do their job. Technology is used to control employees.
Summary Companies that implement learning environments have low turnover, which makes it difficult for outsiders to become hired. Learning opportunity increases a persons desire to excel and learn new skills, it develops positive self-esteem and self-pride just to name a few attributes. Companies that promote controlled non-learning environments have a high turnover, they are always advertising for help. Tightly controlled work environments destroys a persons desire to excel.

Responsibility Increases Knowledge

Responsibility creates learning environments; likewise, control creates non-learning environments. The concept is... If people are considered to be intelligent, they will think and act that way. If people are considered to be irresponsible, they will think and act that way. This concept is based on self-fulfilling prophecy.

Workplace Learning Environment

Society says, "Classrooms should provide a learning environment." What about the work environment? There seems to be little consideration about learning environments in the workplace. Learning environments inspire employees to advance their skills. In teams, there is opportunity to share knowledge. Efficiency increases with expanded knowledge.

Non-Learning Work Environment

A non-learning environment is where employees learn no more than necessary to do their job. The employer creates profits by the employees' repetitive tasks and limited responsibility. Workers soon learn that low-level know-how helps them tolerate their job. Their desire to learn is suppressed and their desire to contribute input is killed. The results, many workers react by acting dumb and stupid, then bosses uses worker stupidity as an excuse not to be productive. With little pride or self-respect, everyone goes into a downward spiral. The best education in the world will not stop a downward spiral of indifference.

Shareing of knowledge.

Everyone is searching for a better way. This is possible when negative effects of social prejudice are kept under control.

The sharing of information increases everyone's knowledge. Sharing of knowledge increases motivation at all levels.

Because of manages respect for front line employees, their opinions are highly valued.

When tasks are shared, opportunity is available to understand the whole process.

Efficiency is the team's responsibility.

Limited supervision is needed for empowered employees.

People who are in the decision-making loop have a strong desire to learn. Change offers new learning opportunities.

Information filter.

Management shares knowledge among themselves only.

Supervision is a information filter. As a result, only selected information travels between management and the front line

Employees develop do-as-told attitudes; therefore, a high level of supervision is needed.

Because of social prejudice, opinions from the front line are rejected, if heard. It is socially unacceptable for an engineer to ask a front line employee for advice. Social prejudice prevents communication and the lack of it increases overhead cost.

Tasks are broken into small units. No one on the front line understands the whole process.

Management must solve and prevent all problems. Efficiency is management's responsibility.

People who only take orders soon lose the desire to learn, they are content with receptive tasks. For this reason, they fight change, especially new technology.


The Brain at Work

Two men appear to be doing the same amount of work with the same amount of energy. In reality, one man's energy slowly dies and efficiency fades away while the other is able to sustain high energy and maintain efficiency. What is the difference?

Attitude when worker has responsibility.
Attitude under command-and-control leadership.

Worker Responsibility

The brain is like Peter Pan, searching for a better way. He is stimulated and full of life, because what he does is recognized and will make a difference. It is his responsibility to make things happen.

Command-and-control leadership

The brain is like Humpty Dumpty sitting on a wall, lifeless, waiting for things to happen. There is no stimulus because all he does is follow orders. To keep his job he must appear to be working hard. Finding a better way is the boss's job.

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