Where are the Practising Fields in Organisation?

More and more, organisations realise the importance of many quality attributes necessary for the success of their Business Mission and realisation of Business Vision. The quality attributes can be leadership, empowerment, skills & competence etc. Where then is the practising fields in organisation to enable such quality attributes of persons to develop and flourish? This author offers a model, called "Wisdom model" as "wisdom" is used to encompass knowledge, creativity, growth and vision. This model is much inspired by Dr. Peter Senge's work in MIT, together with Dr. Deming's philosophy.

The Wisdom Model

The model has two distinct Key Processes a) Thinking Process b) Action Process (with Skills and competency as integral parts of the whole Quality Loop : Vision -> Knowledge -> Wisdom.)

• a) Thinking Process consists of 1) Awareness / Observation 2) Mental Model / Assumptions and 3) Skill.
• b) Action Process consists of 1) Guiding Ideas : Constancy of Purpose 2) Tool / Methodology : Constancy of Methodology 3) Creativity in Environment / Fields

An example is used to illustrate the use of the above model, (hence it becomes a methodology), bearing in mind that every part is an integral part of the Whole, ie. inter-connectivity, inter-dependency and inter-relationship. Hence skills and competency SHOULD NOT be isolated and treated as fragmented subjects, for example in training classroom only.

A leader (e.g. President, CEO, Manager, Supervisor etc.) has a [Vision] (e.g. Vision, Policy, Long term or short term Objectives etc.) for his or her business (work) process. Some sort of [Guiding Ideas : Constancy of Purpose] is required. In most organisation, the approach used is issuance of policy circular, or roadshow, or training. etc. In a more progressive quality organisation, the leader has extra SKILL in e.g. articulation of the Guiding Ideas to all staff concerned, SKILL in creatively illustration of abstracts concept into practical application and COMPETENCY in demonstrating personal example and application of the Guiding ideas in his or her "Sphere of Influence". [Tool / Methodology : Constancy of Methodology] and [Creativity in Environment / Fields] are also needed to make sure that the [Guiding Ideas : Constancy of Purpose] is not mere slogan. Again in most organisation the [Tool / Methodology : Constancy of Methodology] is by procedure, 'motivation' by Staff Performance Appraisal system, and [Creativity in Environment / Fields] by ensuring compliance to procedure / policy by staff with incentive or punishment. Again in a more progressive Quality Organisation, other new tools / methodology are constantly explored and applied. e.g. ISO 9000, PDCA, ReEngineering, System Thinking, Bionomics, Chaos Theory etc. etc. The leader has the continuously improved SKILL and COMPETENCY to grasp the essence / principles of the [Tool / Methodology : Constancy of Methodology] and check, audit, review their effectiveness, and not just delegate entirely to the quality manager or subordinate or consultant, treating [Tool / Methodology : Constancy of Methodology] as project or just a programme. Much more SKLL and COMPETENCY are required in [Creativity in Environment / Fields] , e.g. the leader needs to apply the newly learned tools / methodology and applies them himself or herself in the boardroom, meeting, workshop so as to influence his or her "Sphere of Influence" as example to others.

The "Thinking Process" in most organisation is a "dark domain", much is taken for granted, not recognised, let alone reviewed. Again a leader of a progressive organisation has the SKILL and COMPETENCY to examine his or her own or others [ Mental Model / Assumptions] , e.g. using Brainstorming and Facilitation SKILL and use of appropriate thinking tool like PMI, SWOT etc. to draw free expression of ideas and perceptions from others that may challenge the underlying [ Mental Model / Assumptions] of the Leader, hence it is more than SKILL and COMPETENCY, but maturity and wisdom of the leadership. The Leader understands that an incorrect or wrong [ Mental Model / Assumptions] can only lead the organisation into chaos. In order to make sure that his or her [VISION] can be realised, a set of new SKILL and COMPETENCY are required on [Awareness / Observation], Observatory tools / techniques can include a sound Theory, Model, Framework, to look at the entire ACTION PROCESS to recognise its PATTERN of behaviour and not isolated events or incident, focusing on the Process and not people mistakes. The leader will realise that without this new SKILL and COMPETENCY , he or she can easily lead the entire organisation into fire-fighting, quick fix mode. The [SKILL] as per the model, is used as the main Focus of this discussion.

Focus on WHO, with What SKILL and COMPETENCY

The above discussion focuses on a Leader, which can include any position in an organisation, as long as he or she has staff or colleagues under his or her influence. Hence the Leader can be the Chairman, President, CEO, Senior Manager, Executive, Supervisor, Foreman etc. The level of SKILL and COMPETENCY varies in accordance to the level of commitment of that person concerned in the context of his or her "Sphere of Concerns" and "Sphere of Influence". The level of commitment in most cases is determined by the influence of the higher management.

The WHO of the above discussion is on the Line Managers and their SKILL and COMPETENCY. What about Quality Management personnel, quality representative?

From my own experience, Quality Management personnel primary focus is on SKILL and COMPETENCY. in [Awareness / Observation] over his or her "Sphere of Influence and Concern" (SoI. SoC) i.e. if he or she reports to the CEO then his or her (SoI. SoC) should be the entire organisation under the CEO's leadership. Hence the persons concerned should play the role as Organisation observer / Thinker, with Observatory SKILL and COMPETENCY based on continuously learnt and improved Theory, Model, Methodology and his or her personal constant practice in [Creativity in Environment / Fields] . SKILL and COMPETENCY as Researcher is necessary to sharpen the persons in [Awareness / Observation], e.g. research into the organisation System Behaviour, its Direction, its Pattern, etc. in a professional and objective manner.

Re-emphasising on "Practising Fields" of above.

As an observation, most organisations are not lacking in [Guiding Ideas] [Tool / Methodology]. However, in many cases, they are introduced and implemented as isolated programmes, training, mechanisms without linkage and connectivity to the actual core-business through [Creativity in Environment / Fields]. Hence the Quality Loop (as per PDCA or the above mentioned Wisdom Model) is NOT completed and closed. Little synergy can be produced.

In this respect, new SKILL and COMPETENCY. of the appropriate Leadership are urgently required in Integration, Alignment, Quality Loop Closing, in a holistic manner that is so very essential for an effective realisation of the Organisation Vision.

End.