Joan L. Bragar

Business managers are trained for action and speed – hence the “ready, fire, aim” mentality now prevalent in so many organizations. Far too often, thinking is seen as a luxury, and collective thinking as an aberration. The link between shared understanding and effective collective action is not widely understood or recognized. Under these circumstances, asking managers to accelerate shared learning is asking them to unlearn the fundamental behaviors that they have used throughout their careers. This unlearning requires a shift in their basic assumptions.

To accelerate shared learning, there needs to be a shift in managers’ thinking from “I lead” to “we learn.” It is a fundamental shift, from viewing the individual manager as problem solver to seeing the manager as the creator of an accelerated shared learning environment.

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