Response to the topic of the Learning Organization surprised me. There's much interest, diverse opinions but little real understanding. I propose to invest some space for the next few issues to the mechanics of setting up and sustaining such a culture, for clearly, it's a universal and vitally important ingredient for future success.

The first requirement is to establish a supportive learning environment. This isn't as easy as it sounds because it flies in the face of most organizational behaviors. Let me explain.

There are four basic concerns, namely:

• Handling Differences
• Dealing with Realities
• Taking the Plunge, and
• Managing Mistakes.

In the first of these, Handling Differences, the attendant conflict and disruption is frowned upon in most companies, so it's suppressed or disguised. Yet there's energy in dissent!

This is preferable to inertia or complacency by far, but the emotions which drive that energy are a discomfort, even a threat to most.

There's need for a resolving process – a way to manage the behavior rather than suppress it. We all know the basic techniques – raising awareness, defining common challenges, using debate and dialogue, separating the sub-processes (as we do in Brainstorming).

The principle is to assert 'creative civility' over 'critical coercion', that means we must limit the range of actions within pre-established boundaries. When you consider, the penalties for not implementing an acceptable process include unfulfilled commitments and terminal personal disappointments – it's well worth the effort.

Dealing with Realities centers on telling it like it is – constructive feedback. Feedback is invaluable provided it is objective, timely, specific, accurate and progressive.

Reality depends also on consensus which can be achieved through pre-set standards and benchmarks – deciding up front what the best solution would look like. A useful strategy is to use models, comparisons and analogies since reality needs to be experienced to be useful.

Remember though that a model is not reality, just a representation of reality. You cannot carry passengers in a model aircraft but you can use it to learn more about the principles of flight in a safe way.

In addition, Quick Market Intelligence (QMI) is a convenient, cost effective and practical technique used by many organizations, to stay on top of the realities that face them right now.

Then there's the challenge of Taking the Plunge. Like window shopping it's simply a bias for trying some innovative action. Sharing the load (and risk) can be achieved by internal forums and expositions.

To be more daring, try 'hangen', the Japanese technique of 'cutting in half to redesign new, more sensible growth'. This can be a traumatic process, but sometimes we need to 'suck it and see'.

Under it all, there has to be a supportive culture and perhaps some selected incentives – a psychological 'safety net', which says 'It's alright to try and even fail as long as you learn something of value from the experience'.

Do you recall the famous story of IBM's Tom Watson handling a key member of staff who lost a multi-million dollar investment? There has to be some room to fail, for none of us is perfect (yet), and we can all learn from errors.

Finally, Managing the Mistakes, is a simple concept as long as we remember that all mistakes are not equal – some are sloppy, others are creative, and they have to be handled differently.

Accountability is encouraged and expectations are safeguarded if focus is on fixing the problem rather than fixing the blame. A 'blame-centered' culture become moribund, mediocre and liable to 'paralysis through analysis'.

Is your organization an example of misdirected energies in pursuit of the unattainable? Let's be pragmatic! Was the best decision made in the known circumstances? What did we learn from that?

Hey! We're becoming a Learning organization!