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Applying Mnemonic Tools
Arif ur Rehman, Professor, Pakistan
Senge's 5th discipline offers a practicable tool leading to organizational learning and enhanced overall corporate relationships and performance. However, it fails to meet the dynamics of change and chaos -- the undercurrents of which are global today.
The answer lies in applying the tools of the mnemonic (Ed: reminding) scope, i.e. scrutinize, criticize, optimize, prioritize and emphasize /energize.
The business environment is scrutinized vis-a-vis the global and industry upheavals, and aligning them to the organizational demands. Critically the organization reaffirms its priorities contextually in terms of the value chain and develops an optimal mode of training, development and culturalization. Priorities are then rescheduled to target future demands on a proactive tangent, and energizing relationships through enhanced empathy.
The magic of learning and enhanced performance would continue.
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Mnemonic Tools in 5th Discipline of SengeDilip Khanal, CEO, Nepal What mnemonic tools to scrutinize or prioritize can we find? What is the role of managers in using such tools? I would appreciate receiving details on such tools. |
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Scrutinizing Tools - Jumping the S-CurveGary Wong, Consultant, Canada @ Dilip Khanal: Consider two S-curves, the existing one that has been in operation for some time and a new one that is just beginning to emerge. The zone of interest is the "bubble" formed where the existing curve is on its downward slope and meets the new curve rising up. Scrutinizing is watching the existing in decline and reading/hearing/observing what is emerging to take its place.
A current example is the decline of the DVD industry due to the popularity of online movie streaming. The disruptive force here is Technology, essentially the ability to move broadband data across the Internet. Netflix read the change and responded; Blockbuster Video didn't and died.
The key is knowing what should be on your "radar screen" and then tuning in the weak signals. Scrutinizing will lead to new mental models. We call this process: Jumping the S-Curve. |
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