Nice article! We have been exploring what it will take to move from more 'static' interventions - to interventions that are 'dynamic' and adaptable based on local learning and evidence for impact. This type of iterative and adaptive learning process needs to be embedded in how we do business. The concept of 'agency as method' will be important in moving this forward because building one's personal agency as well as the technical and research skills will be critical for those working on the ground to build and support such learning organizations. Given the rapid pace of change we are all facing in the world today, it is critical that we change how we do business - and we have many tools to get us there.
As a counsellor specialising in burnout, I find this really interesting. From this perspective, burnout can look like a dramatic loss of agency, all too often in individuals who previously had notably high agency. At a corporate level, Maslach and Leiter gave us six organisational burnout prevention factors: sustainable workload, autonomy, reward and recognition, supportive community, a sense of fairness, and alignment of individual and organisational values. Wouldn't removing these look almost like a deprivation of agency?
And maybe your distinction between NITSI and SYSKI helps us to understand how Toyota lost their way when they expanded worldwide and - possibly - found it easier to clone structures and processes than values and cultures.
Nice article! We have been exploring what it will take to move from more 'static' interventions - to interventions that are 'dynamic' and adaptable based on local learning and evidence for impact. This type of iterative and adaptive learning process needs to be embedded in how we do business. The concept of 'agency as method' will be important in moving this forward because building one's personal agency as well as the technical and research skills will be critical for those working on the ground to build and support such learning organizations. Given the rapid pace of change we are all facing in the world today, it is critical that we change how we do business - and we have many tools to get us there.
As a counsellor specialising in burnout, I find this really interesting. From this perspective, burnout can look like a dramatic loss of agency, all too often in individuals who previously had notably high agency. At a corporate level, Maslach and Leiter gave us six organisational burnout prevention factors: sustainable workload, autonomy, reward and recognition, supportive community, a sense of fairness, and alignment of individual and organisational values. Wouldn't removing these look almost like a deprivation of agency?
And maybe your distinction between NITSI and SYSKI helps us to understand how Toyota lost their way when they expanded worldwide and - possibly - found it easier to clone structures and processes than values and cultures.