Posindustrial Paradigm – From Going to Work to Being Involved

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The vice president for HRD at a large pharmaceutical company has recently read about the post-industrial paradigm of education and training. She would like to explore using the new paradigm in her company and is asking you to prepare a one page statement that presents a vision of instruction that portrays how the core ideas of the new paradigm could be implemented in her company. Prepare the statement.

From Going to Work to Being Involved

There is little doubt that the 21st century marks the ending of how the world used to work and the beginning of a new chapter in the way the future can be. Perhaps the most visible difference of this changing world is the degree of technology’s presence in our daily lives. Take communication as one example. People formerly used telephone land lines to connect with each other; however, the drive to stay immediately informed and updated has generated the cellular phone. More recent developments have made great leaps to transform the cell-phone from a mere calling device into a connection portal to the web, email, GPS, and much more. These enhancements serve as proof of how the modern citizen continuously adapts to the constantly upgrading modern world.

The world is always changing; the changes will keep getting faster; and there is no going back. This realization presents large companies with the challenge to “synchronize” with the times, and redefine itself as a dynamic, information-age based organization. The key to attaining this goal lies in understanding how the modern citizen (MC) operates as an active contributing colleague, and thus, integrating appropriate training strategies to promote this culture shift from “going to work” to “being involved”:

  • The MC is dynamic in his world view and optimizes his involvement by adapting strategies to suit modified situations. Training can shift from traditional lectures with minimal practice, to task application workshops and real-world simulations, with supporting discussions and reviews. Integrating knowledge management and informal training with colleague support can bring deeper positive results and establish the sense of community.
  • The MC operates within a more multi-nodal, lateral structure (decisions are better-informed by various colleagues; executions are carried out more mindfully). Training can demonstrate of how effective team members work by informing each other, collaborating on strategies, and coordinating execution of action plans. Learners actively apply this in simulation and actual work, thus integrating this effective culture into their developing paradigm.
  • The MC is more autonomous and motivated intrinsically. He considers his work done when the task is competently accomplished. Training can take the form of apprenticeships, where knowledge and skills are evaluated not by time, but by mastery. Having a mentor partner also inculcates the caring atmosphere across colleagues, and the ethic of excellence. Apprenticeships that are implemented properly encourage pro-active interdependency, and can lead to acknowledging the self as well as others as valuable contributing members of a workplace community.

In redefining the corporation to co-respond with the modern world, people will be more mindful of their role, their colleagues, and their company. Their achievement of interdependent autonomy will bring about better results for their community, the corporation, while strengthening their intrinsic motivation to perform to their best. And as they value what they do, who they perform with, and how their involvement contribute to a better society, they will enjoy being a member of a productive, excellent business.

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~ by bdytoc on September 29, 2012.

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