Reaction Paper on "Teaching Smart People to Learn" By Maria Consuelo R. del Castillo

Reaction Paper on “Teaching Smart People How to Learn”

By Maria Consuelo R. del Castillo

                  Chris Argyris says in his article that organizational learning is the key to success for any organization and among its resources,  the ones capable of thinking and therefore learning, is its people.    But he says that although learning is important, it does not come readily to people in the organization, especially to its leaders, because of their “defensive reasoning”  when it comes to trying to find solutions to problems that they face.  When they are confronted with the question as to how they play a role in organizational concerns, they tend to put blame on others and push the focus away from themselves. Moreover, he believes that organizations tend to commit two errors that constrain them from achieving organizational learning.  First, many consider “learning” as mere “problem solving” and look for explanations in the organization’s external environment instead of looking inwardly and experiencing true learning and improving from within.   Another common mistake is the assumption that to facilitate learning, people have to be motivated to do so, hence organizations embark on programs that are expected to boost motivation like promotion, etc. He then prescribes that organizations should focus on the way their people “reason” and continuously improve this, in order to conquer the learning blocks—combine their technical expertise with effective team building, respond to clients, reflect on current practices and improve on them.

                  As I read the article, one insight that stands out is the crucial role of the leader’s transformation in his organization’s learning experience.  In the study he cited (which he himself conducted), he showed how the consultants were so defensive (putting blame on their clients rather than focusing on themselves) when the manager was trying to get their views on how they could have improved the way they handled the project.  The manager tried to facilitate the discussion in a way that he thought could motivate them to share their self-evaluation.  He went to the extent of putting himself on a vulnerable state by offering to his team that they could also state what he himself may have missed to do as their leader. They took him up on this but still consistently avoided any mention of themselves and thus shielding themselves from any self-blame.

                  Based on this case, I am convinced that any organizational learning and consequently, organizational success starts and ends with the leader.  The above example exemplifies the kind of leadership needed for any organization wanting to succeed.  It is not enough that a leader is good or compassionate and honest, etc.  He or she has to be a good motivator and an open and committed facilitator.  He or she asks the right questions and does not tire easily especially when it comes to finding the answers to the problems.  He or she has to sustain efforts in guiding the team in terms of learning from previous processes and doing better this time or next. 

                  In terms of values, it is imperative for the leader to be as humble as he could be and admit to a possible participation in causing any organizational or team error.  This way, the workers might just feel guilty or embarrassed if they themselves wouldn’t admit to their susceptibility to errors too.  A good leader is humble enough to be the first to say “ I am sorry; I realize I was wrong”   when he or she has to.  A real leader and team player is not afraid to admit his or her mistake once he or she realizes it, either by own introspection or other people’s  pointing out to him or her.  He or she therefore has the habit of being reflective.  He or she examines the results of previous action, evaluates it and sees possible learning.  This stance makes him or her vulnerable but this is the only way.  Opening one’s self to the truth always exposes one to the risk of knowing one’s mistake and being ridiculed or criticized by others because of this.  But by accepting the truth, no matter how hurting, one is ready to step into the next phase—room for improvement and better ways of doing things, and therefore, success.  

                  Another virtue that a leader has to have in the journey of leading the team to success is patience.  Things occur in time and space.  Change needs time and may happen anywhere.   One therefore cannot expect changes within a short span of time.  Others take some time to change while others take longer.  Some adopt to change while others do not.  Some are early adopters while others are late.  However organizations interact with respect to change, the latter needs a unified mind-setting.  It is not enough that the leader thinks correctly.  He has to have the stamina to lead the rest of his or her team through this journey until such time that they already think and reason along a unified way of thinking. 

                  Finally, the leader in his or her most facilitative way, should be able to lead his team to action—that is, for them to really love learning enough to make it a reality in their organization.  The leader moves his or team to action—that of pursuing knowledge and truth, no matter what.

                  On the part of the staff, they too must also share the virtues of humility, openness and patience and will have to be moved to future action towards organizational learning.   Why so?  Shouldn’t these be confined solely with the leader?  Can be, but then in a truly learning organization, each team member transforms to become a leader in his or her own right.  Openness to change is a necessary ingredient in leadership. When all team members are open to change, a number of opportunities for success occur.  The organization becomes very dynamic too—changes for the better occur and when these happen, a cycle of growth and success takes place for the organization.  This process happens over and over again as long as the leader and all the team members are open and willing to change.