g. A non-profit aid group might have a different benchmark than a new accounting firm). It is sometimes difficult for an organization to be effective due to external factors, lack of clear definition and focus, and internal dynamics. To implement this within our organization, we will combine some of the work in The Fifth Discipline with some of the types of questioning and learning from Benjamin Bloom. In this we will move our processes of inquiry from the individual and rote (only knowledge) to an organization that moves through different modes of thinking so that they are active participants and that there is a shared vision along with a personal and team mastery (Senge and the Learning Organization).
One way that we can adapt and expand our project is to introduce a backdoor approach to thinking about change. Combining the organization that has a movement or psyche of it sown, we add more than simple rote learning (Bloom bottom tier) to the Senge vision of systems thinking which will increase the learning ability of our planning:
(Bloom, 2006).
With this paradigm in mind, we are better able to execute what should be the primarily responsibility of leadership at the top -- to help members "come together in support of a shared purpose or mission for the organization." Then, the middle and lower levels are able to support the strategic planning process and implement a model of effeciency that includes planning, roles and responsibility, moves the cognition...
(2006, January). Bloom's Theory and Constructivism. Geoconstructivism.com. Retrieved from: http://goconstructivism.blogspot.com/2006/08/blooms-taxonomy.html.
Choi, T. (1995). Conceptualizaing Continuous Improvement: Implications for Organizational Change. Omega, 23(6), 607-24.
Culp, C. (2001). The Risk Management Process: Business Strategy and Tactics. New York: Wiley.
Huber, D. (2006). Leadership and Nursing Care Management. Trenton, NJ: Elsevier.
Pearce, B. (2007). Senior Living Communities. Baltimore, MD: Johns Hopkins University Press.
Senge, P. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday.
Yukl, G. And Lepsinger, R. (September 2005). Improving Performance Through Flexible Leadership. Leadership in Action. 25 (4): 20-21. Retrieved from: http://www.ccl.org/leadership/pdf/publications/lia/lia25_4Improving.pdf
Stage 5 and Regulatory Bodies
Stage 3
Stage 1
Stage 4
Stage 2
Month 1-6
Systems Thinking
Team Learning
Shared Vision
Mental Models
Personal Mastery
Facts, or Knowledge-based learning as opposed to remembering
