Connecting Practice is maintained to develop and serve as a practice program resource blog that identifies, promotes, and shares a running log of free practice materials, procedures, tools, trainings, and metrics for organization and people in creating common education.
Currently, Connecting Practice is progressing in the hope of arriving at a solution to disorder (hurdles and deterrents – a problem of cultural domination in learning, sharing, and improving our practice) characteristically below:
1. A culture that values personal technical expertise and knowledge creation over knowledge sharing. This is rampant in engineering and knowledge-based organizations, such as consulting and research firms.
2. An organization who disintegrates into a group of isolated camps With little incentive or lack of need or responsibility to share knowledge and/or practice with others. They promote “silo” thinking and hoard knowledge and/or practice, in which locations, divisions, and functions focus on maximizing their own accomplishments and rewards. Their question, “why should I share my knowledge and/or practice?”
3. An organization who allows or rewards not the people for taking the time to learn and share and help each other to improve knowledge and skills.
4. A leader who demonstrates the “not-invented-here” syndrome – it is the lack of experience learning from outside one’s on group – or refuses to bring in new ideas committed to an obsolete practice which once made the group successful, but which now threatens to sink it. S/he is unable to innovate or even reinvent the practice.
5. People who lack of contact, relationships, and common perspectives among others who don’t work side-by-side. [It creates interaction patterns with little incentive to cooperate, collaborate, share information, or team up to pursue mission-critical outcomes.] In most organizations, the left hand not only doesn’t know what the right hand is doing, but it also may not even know there is a right hand.
Moreover, the owner of Connecting Practice is building collaborations with target audiences who can help him make the message reach organization and people. This includes inviting them to provide him with their inputs (comments, suggestions, etc). You may click the Work Plan link in the sidebar for more details.
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