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LEARNING TO LEARN
Until a very short time ago the big paradigm of the knowledge transmission was based on the premise of the master and the disciple. Along the time, the increase in the complexity of relationships and business and mainly with the increase of information technology, we have started to believe that the new paradigm is the one concerning the Knowledge Management, in other words, knowledge is now available to all. Who better manages information will be in advantage above others.
Even without denying that this statement is partially true, it doesn’t seem to us that this is the differential that will transform the leaders into the actual agents of the so expected change.
The challenge is not giving up learning, not losing the capacity of reaching our desired objectives more effectively. To this capacity, we give the name of True Learning, because it doesn’t bring us a hypothetical knowledge, but a real capacity of action in the world.
But if the leader must continuously learn and it is expected from him the role of teacher or, at least, of multiplier with competencies, who will teach him?
To the companies, the past represented a cellar of mistakes and problems, with which it was intended to learn how to solve them and the future served as an extreme view based on the same premises that brought us here, it seems that the past is the big key that brings us to the success stories that gave life to the organization, and a shared dream of the future is what unites people in the company by means of a co-created focus and, thus, more powerful and significant to all the parties involved.
Hence, learning demands a series of new competences, for instance, knowing how to listen, knowing how to have a conversation, knowing how to be silent and knowing how to learn by actually doing it.
A leader of this new paradigm is a being that develops his/her abilities through conscious relationships with everyone, in a wise and loving connection with the whole.
This way, we will learn with each other, once in the role of inspirer, once in the role of inspired one, cooperating with the client, including the interests of all other publics impacted by the organization and generating new meanings for the words profit, sustainability and happiness.
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