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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. |
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| Employers that do not trust their employees, establish work procedures
to control them. For lack of trust, there is limited responsibility and
opportunity. |
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| 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. |
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| 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. |
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| 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. |
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| 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. |
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| Bragging Socializing
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.) |
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| 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. |
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| 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. |
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| 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. |
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| Leadership Example |
| Bosses act as a coach; they help employees to be the best they can be.
Their example becomes employees' goal. |
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| Bosses want workers to know who the boss is. They fire anyone who
opposes him. |
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| Failure Success |
| 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. |
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| 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. |
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| Policy |
| Employees are considered an investment. Training increases their
value. Profits are made by ever-increasing efficiency. |
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| Employees are considered a cost. Extensive training is considered
unproductive cost. Profits are made by employees repetitive tasks, limited
skills, and limited responsibility. |
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| Technology |
| Technology is used to help employees do their job. |
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| Technology is used to control employees. |
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| 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.
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| 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. |
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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. |
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Everyone is searching for a better way. This is possible
when negative effects of social prejudice are kept under control.
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The sharing of information increases everyone's knowledge. Sharing of
knowledge increases motivation at all levels.
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Because of manages respect for front line employees, their opinions
are highly valued.
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When tasks are shared, opportunity is available to understand the
whole process.
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Efficiency is the team's responsibility.
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Limited supervision is needed for empowered employees.
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People who are in the decision-making loop have a strong desire to
learn. Change offers new learning opportunities.
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Management shares knowledge among themselves only.
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Supervision is a information filter. As a result, only selected information travels
between management and the front line
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Employees develop do-as-told attitudes; therefore, a high level of
supervision is needed.
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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.
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Tasks are broken into small units. No one on the front line
understands the whole process.
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Management must solve and prevent all problems. Efficiency is
management's responsibility.
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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.
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