The Process Of Truth

At the outset I clarify that presently my blog is not based on evidence. At one time I thought the writings of Peter Senge, Peter Drucker, Tom Peters and their kind were evidence enough but the editors of major Journals were quick to point out they were popular writers while rejecting my efforts to publish my work. The best I can say about my views is that they are supported by my experience, remarkable success of my prototype on the departmental scale, and can be inferred from the writings of acknowledged sages of management.

Per Senge mankind now creates far more information than any­one can absorb, fosters far greater interdependency than any­one can manage, and accelerates change far faster than anyone’s ability to keep pace. Yet, today, busy personnel are the only source of energy for driving knowledge flows. This over-aged and over-burdened paradigm for the driving energy develops an intricate web of downstream human problems that simple sharing of knowledge with normal language rarely penetrates. The web of problems obfuscates operation of the comfort zone.

Senge identifies greater pressure promotes defensive routines and learning disabilities to keep the demand on personnel energy, responsibility, time, and risk bearable. The pressure in effect discourages learning that unsettles the beliefs and actions one is comfortable with, i.e., questions the comfort zone. Submission to comfort denies success by lowering team ability.

Knowledge Management does not address the comfort zone. It only responds to events like mistakes, and to symptoms like the Knowing-Doing gap. They divert attention from the root causes of problems.

Free flow with its controlled process of disagreement strips away the defensive routines that mask reality to avoid pain; the learning disabilities like fixation on the obvious, dodging decisions, enemy-is-out-there and unconscious obsessions stand revealed. Personnel get a passage to the reality behind the obvious. The truth emerges.