A 5th Lens: Collective eyes
In moving beyond Brookfield and addressing the unique challenges associated with Emergence, we turn to the notion of collective learning and to the role of collective eyes in discerning the elusive “truth” to be found in the swirling VUCA-Plus environment. As Ken and Mary Gergen (2004) proclaimed, “truth is only found within community.” More specifically, they would suggest that truth is found in trusting relationships: “constructivism favors a replacement of the individual as the source of meaning with the relationship.”
Even more to the point, truth is found in dialogue – and disagreement. There is an insistence that we respect and learn from other people: “one is invited into a posture of curiosity and respect for others.” Of greatest importance is the respect we show for the distinctive perspectives and practices which people from all backgrounds bring to the dynamic construction of a desirable future.
A constructivist framework enhances the possibility that old, outmoded assumptions will be challenged, and new realities and values will emerge. Diversity thrives with the encouragement of collaboration and absence of rigid judgments (“the one right way”). Participants in constructive dialogues are not confined to traditional sources of expertise and authority because the relationship and the discourse is itself reality and the primary source of expertise.
Organizational Learning: we can take this fifth eye a step further. There are distinctive (often cutting edge) lessons to be learned and insights to be offered by individuals who are collaborating with one another. This is Ken and Mary Gergen’s dialogue toward truth. In addition, there is the occasional breakthrough learning and the insights gained by a team or task force in the organization. We find the acceptance and use of collective advice that is “out-of-the-box.”
However, existing alongside this learning and these insights is the intensive resistance to new learning. We find repetitions of old, outmoded behaviors. Nothing has been learned from history. Invalid assumptions are being made and reinforced by those in power. Most importantly, self-fulfilling beliefs are rampant. We identify an “enemy,” treat them as an enemy, and soon find that they are defending themselves against our threatened attack. They become our enemy precisely because we treat them as an enemy. Nothing is learned. Everything that is invalid is validated. The organization is “stupid”, as are its leaders and experts.
Single and Double Loop Learning: How do we make sense of the challenging contradictions between organizational learning and organizational resistance—especially when these two conditions can exist within the same organization (which is often the case in health care systems)? We look once again to some of the wisdom and guidance offered by Chris Argyris and Don Schön as they address the issue of organizational learning. These two highly collaborative colleagues from Harvard (Argyris) and MIT (Schön) offered an important perspective regarding a concept we offered earlier in this essay regarding single-loop and double-loop learning.
