The Practice of Organization Capacity Building

The Practice of Organization Capacity Building

By Cam Danielson.

The following article was initially written 10 years ago while I was at the Kelley School of Business, Indiana University.  My role as head of executive education and my research on corporate learning strategies led me to develop this piece for chief learning officers at Fortune 500 companies.  I am sharing it on the In Claritas website after noting that the recent article by Karin Jironet and Murray Stein, “A Psycho-Spiritual Model for Leadership Development,” (in the book, The Transforming Leader) provides a wonderful framework for understanding the transcendent model of organization change I outline in this paper.   In fact, what Karin and Murray describe as the deep listening role of leaders I refer to as interlocutors who surface the internal conversation of the organization through a process of non-judgmental inquiry.  But most importantly is the way Karin and Murray illustrate a practice that is instrumental to what I describe as reseeding the cultural soil of an organization.  This practice of regeneration or transformation involves a transcendent function, which, I argue, needs to be woven into the corporate learning strategy of the company.

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