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As the organisation, and especially the board, learns to become more sensitive to changes in the two environments. It also learns to become more discriminating in its selection of appropriate information from the vast seas of data, which surrounds it. Asking good ‘discriminating questions’ is difficult in many organisations. So, it is im portant for directors and managers to encourage a culture of valuing ‘intelligently naive’ questions as a worthwhile investment of organisational resources. Most directors, managers and staff are intelligent. Yet, they are also naive about many of the other functions of the business outside their own professional sphere. Encouraging intelligently naive questioning, especially in the early stages of multi-disciplinary problem-solving, can root out the many among assum ptions, negative habits, or unquestioned working practices, which plague the effectiveness and efficiency of the organisation. Learning to ask intelligently naive, or discriminating questions at all levels of the organisation and at all stages of the learning cycle is the key to the essential learning process of ‘critical review’.
If allowed to operate freely, critical review arising from such discriminating questioning reinforces learning about both organisational effectiveness and organisational efficiency. It sensitises the organisationto “hearing the baby cry” as Colin Sworder has written. When you have a baby, it is only a short time before you come to distinguish your baby’s cry from all of the others. One is quickly sensitised to something, if one has the need. What is your organisation’s cry and do you realise the im portance of hearing it ?
As the organisation, and especially the board, learns to become more sensitive to changes in the two environments. It also learns to become more discriminating in its selection of appropriate information from the vast seas of data, which surrounds it. Asking good ‘discriminating questions’ is difficult in many organisations. So, it is im portant for directors and managers to encourage a culture of valuing ‘intelligently naive’ questions as a worthwhile investment of organisational resources. Most directors, managers and staff are intelligent. Yet, they are also naive about many of the other functions of the business outside their own professional sphere. Encouraging intelligently naive questioning, especially in the early stages of multi-disciplinary problem-solving, can root out the many among assum ptions, negative habits, or unquestioned working practices, which plague the effectiveness and efficiency of the organisation. Learning to ask intelligently naive, or discriminating questions at all levels of the organisation and at all stages of the learning cycle is the key to the essential learning process of ‘critical review’.
If allowed to operate freely, critical review arising from such discriminating questioning reinforces learning about both organisational effectiveness and organisational efficiency. It sensitises the organisationto “hearing the baby cry” as Colin Sworder has written. When you have a baby, it is only a short time before you come to distinguish your baby’s cry from all of the others. One is quickly sensitised to something, if one has the need. What is your organisation’s cry and do you realise the im portance of hearing it ?
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