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Lessons taken from the underbelly of a dysfunctional learning organization
(or: why it is that facilitators of learning so often fail)
This piece is about some lessons we can take from witnessing, visiting, being part of, or even contributing to a dysfunctional learning organization. Excuse my French. A dysfunctional learning organization is, in fact, an organization where the cooperative and collaborative learning culture is so low, or perhaps non-existent, that every effort to get its community members to learn something new or profound, or even merely be open to exploring anything beyond the already known, results in yet another frontal blow against a wall of loud-quitting and show-off disengagement.
This happened to me the other day, and just like all the other times that it happened before, it made me feel like being in the world of Punpun again.
Here is what happened.
It was the day that I took my friend Hiroshi Kagayama to work.
I was in Europe, doing workshops.
I often take friends to work. There is no greater pleasure for a facilitator of learning, and for a group of eager participants in a learning process, than having a chance to learn with and from incidental visitors, who are not immediate stakeholders in the production processes of the company.
