Pedagogy and Process in "Organisational Problem-Solving"
Author
Editor
- Hans-Erik Nissen
- Peter Bednar
- Christine Welch
Summary, in English
This paper outlines a case study in which a management development
learning process was tightly coupled to organisational change and development
objectives. The case discusses how a research and consulting
team came together to develop highly reflexive pedagogy to support the
work of internal managers who were organized into teams (learning
sets) to undertake 'organisational problem solving'. These learning sets
had as their objective, to become catalysts of organisational change and
'performance improvement' within a large organisation. In order to
structure the discourse amongst learning set members, a range of principles
and constructs were used. Central to these was a form of process
modelling, (termed 'models of teleological human process'), derived
from Systems Theory. These were carefully introduced to learning set
members, and were used to provide a 'basis for a discourse' amongst set
members about 'problematic' organisational processes and how to
change them. Each learning set was considered a social process in
which the principles and constructs had an intrinsic power role, in a
process which was purposely designed to integrate the subjective understandings
of complex organisational situations of the set members.
The learning sets were operationalised in a 2-day workshop followed by
a three month period which was supported by an e-learning technology
infrastructure. During each phase, the learning sets were facilitated bylearning set advisers. The pedagogy, methods and learning outcomes
are outlined in this paper.
learning process was tightly coupled to organisational change and development
objectives. The case discusses how a research and consulting
team came together to develop highly reflexive pedagogy to support the
work of internal managers who were organized into teams (learning
sets) to undertake 'organisational problem solving'. These learning sets
had as their objective, to become catalysts of organisational change and
'performance improvement' within a large organisation. In order to
structure the discourse amongst learning set members, a range of principles
and constructs were used. Central to these was a form of process
modelling, (termed 'models of teleological human process'), derived
from Systems Theory. These were carefully introduced to learning set
members, and were used to provide a 'basis for a discourse' amongst set
members about 'problematic' organisational processes and how to
change them. Each learning set was considered a social process in
which the principles and constructs had an intrinsic power role, in a
process which was purposely designed to integrate the subjective understandings
of complex organisational situations of the set members.
The learning sets were operationalised in a 2-day workshop followed by
a three month period which was supported by an e-learning technology
infrastructure. During each phase, the learning sets were facilitated bylearning set advisers. The pedagogy, methods and learning outcomes
are outlined in this paper.
Publishing year
2007
Language
English
Pages
97-125
Publication/Series
Use and Redesign in IS: Double Helix Relationships?
Full text
- Available as PDF - 462 kB
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Document type
Book chapter
Publisher
Informing Science Press
Topic
- Information Systems, Social aspects
Keywords
- Organisational Change
- Processes
- Pedagogy
- Teleology
- ERP
- e-Learning.
Status
Published
ISBN/ISSN/Other
- ISBN: 978-1932886054