By Cliff Purington
Either a impressive tale and a realistic guide, "Built to benefit" finds how change-averse aerospace colossal Rockwell Collins reinvented its worker improvement courses to turn into a paragon of organizational studying. step-by-step, the authors take the reader via every one part of layout and implementation, with concrete examples of ways it labored at Rockwell, and the instruments to use the procedures in any corporation.
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Additional info for Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization
The data you collect during this process will shed light on the gaps in knowledge and behavior, the obstacles that stand in the way of change, and the people who will present the most obstacles to your quest to make your organization better. Talking to executives is only the first step. While you are meeting with them during Step 1, you need to begin gathering research to define the current state of the organization. This is Step 2. That cultural assessment will give you the information you need to build and support a plan to turn your company into a strategic-learning organization.
It shows them that you are interested in their needs, not just in your own. Be prepared to hear a lot of negative information and comments about the training department. You may have to go back two or three times before you get people talking about the future and positive changes. Don’t be dismayed if you only get an earful of complaints about how HR and the training department have screwed up. This is a time to build relationships and your integrity. It will likely be the first time any trainer has put in the time and effort to learn the intricacies of the business and their needs.
It will help you understand the cultural attitude of end users and the obstacles that frustrate their ability to perform their jobs and acquire skills. If you can find a way to do so, get involved with the daily business of the units. The effort alone will show that you are committed to understanding the needs of employees and management and are interested in helping address them. While time constraints prohibited our spending much time on the line at Rockwell Collins, when Cliff Purington worked at Lockheed Martin he spent several weeks working on the launch pad at Cape Canaveral to learn the work environment, and he helped launch the Mars Observer.
Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization by Cliff Purington