Assignment:
Post #1
"People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning" (Senge, 2006, p.xii). I would agree with Dr. Deming that the prevailing system of education has caused destruction in the ability to maintain the initial motivations we are naturally born with. Many employees have become ingrained in the idea of the reward/award systems that we instilled through the years of education. Top prizes, gold stars, and medals are achieved for being the ‘best' in many areas of life. This conditioning motivates individuals, but also has an adverse effect on others. It is important for management to consider other models to recognize and motivate success within the organization. Competition can cause division within the company. It is important for different teams under the same company to remain unified in the common collective goal.
O'Brien makes an excellent point about the loss of motivation or interest in career growth as time within the organization progresses. Employees that are new to the organization or business fields are often more energetic while also excited to learn. As time progresses, employees may lose interest due to static employee environments or possibly not being challenged in the workplace. "Diversity-training outcomes are highly context specific, and therefore the emphasis given to business case outcomes will vary across organizations" (Alhejji, Garavan, Carbery, O'Brien, & McGuire, 2016). Loss of interest in the workplace can lead to employees just putting in the time or doing requirements of the position just to work for the weekend activities. This can cause a loss of inspiration and stunt the growth, success, and adaptability of organizations to remain relevant in the ever changing world marketplaces.
References
Alhejji, H., Garavan, T., Carbery, R., O'Brien, F., & McGuire, D. (2016). Diversity training programme outcomes: A systematic review. Human Resource Development Quarterly, 27(1), 95-149. doi:10.1002/hrdq.21221
Senge, P. (2006). The fifth discipline: the art & practice of the learning organization. New York: Crown Business
Post #2
Dr. Deming does bring up some valid points for discussion. I do agree with his points regarding the current system of management destroying our employees and not uplifting them. I also agree that it does start in childhood, with every child receiving participation ribbons and trophy's (Senge, 2006). I most related to the eight elements that Senge (2006) covers on pages xiv & xv. I see a lot of my organization prior to the transformation journey we began a couple years ago. As Senge (2006) says, "It is hard for me to contemplate a list like this one and not feel that these maladies still afflict most organizations today, and that it will take generations, not years, to change such deeply embedded beliefs and behaviors" (p. xv). My organization is only a couple years into changing our culture of management and leadership. Diving into issue such as predictability and controllability, excessive competitiveness and distrust. I too feel it will take a really long time to completely change the way our entire management team leads the organization.
I completely disagree with Bill O'Brien's statement from my experience. I know there are leaders out there that fall under that statement but I can honestly say I don't. I would venture to say I know more leaders that are the opposite of that statement, then alike it. I entered my career at a young age of 23, moved into management and then leadership within a few years. I think I have become more excited and passionate about the work that I am doing in my role now then I was back when I turned 30. I also see this in several of the leaders that I work closely with in my organization. I consider ourselves blessed to work at an organization that allows us to work on personal mastery. "Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively" (Senge, 2006, p.7). This can all be summed up in the statement by Senge, Kleiner, Roberts, Ross & Smith (1994), "...having begun to practice the learning disciplines, we will retain high levels of mastery automatically. As in any discipline, our level of expertise ultimately depends on how far along our own developmental path we travel, and on our commitment to continual practice" (p. 43). Nothing comes easy, wether it be changing the system of management or personal mastery of your discipline, it take continual and intentional focus.
Resources
Senge, P.M. (2006). The fifth discipline: The art & practice of learning organizations. New York, NY: Doubleday.
Senge, P.M., Kleiner, A., Roberts, C., Ross, R.B. & Smith, B.J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning
organization. New York, NY: Doubleday.
Post #3
In response to Dr. Deming quote of "our prevailing system of management has destroyed our people" or "we will never transform the prevailing system of management without transforming our prevailing system of education" (p. xii). I would have to disagree with his arguments completely I support his and Senge's arguments towards to five disciplines. As Dr. Deming went on to argued that "The forces of destruction begin with toddlers-a prize for the best Halloween costume, grades in school, gold stars-and on up through the university. On the job, people, teams, and divisions are ranked, the reward for the top, punishment for the bottom. Management by Objectives, quotas" (Senge, 2006, p. 2). I would argue that that is our culture and not the American's management system. We must all understand that management is task related towards a business model and or norms, not necessarily what's is best for his or her people, Bolman and Deal (2013), argued that "leading and managing are different, but they are equally important. The difference is nicely summarized in an aphorism from Bennis and Nanus: "Managers do things right. Leaders do the right thing" (p.viii). The business management system in America is not about relationships, but profits and tasks are driven, but when leadership takes priority over management, then we see what Senge is talking about with respect disciplines.
I agree with O'Brien argument about people in the 30. But not in his point, when people join the workforce in their teens or early twenty's they are a little fearless and without worries about priorities, but as people get older, priorities set in and they are less likely to take a risk and thus fall into the box thinking.
References:
Bolman, L.G., & Deal, T.E. (2013). Reframing organizations: Artistry, choice, & leadership (5th ed.). San Francisco, CA: Jossey-Bass.
Senge, P. (2006). The fifth discipline: the art & practice of the learning organization. New York: Crown Business.