The document discusses the characteristics of a learning organization and strategies for guiding change processes within such an organization. It states that a learning organization is people-oriented, conducive to learning, and aims to transform and empower its members. It provides guidelines for leading change, such as understanding people's backgrounds and allowing for disagreement. Systems thinking and distinguishing issues from people are also recommended for managing conflict. Learning is positioned as an ongoing personal endeavor central to a learning organization.

1. LISTEN AND TALK: TAKING and Creating Opportunities as a Learning Organization in WAGGGS

2. DEFINING A LEARNING ORGANIZATION

3. What is a Learning Organization? People oriented Conducive to learning Transformative Individuals “Know differently” Pays more attention to empowering members than structure Mobilizing people to adapt to change

4. Characteristics of a Learning Organization Open to changes in the environment Allows change to flow through the organization The Learning itself affects the way members construe reality Experiential, not just thinking and reflecting

5. Affective, it changes people’s way of feeling and thinking Transformative Created through dialogue

6. ACTION STRATEGIES

7. Guidelines in Guiding a Change Process: Take time to know the people’s backgrounds, interests, key experiences, defining moments, hopes and fears Remember that uniform information given to a group of people will be heard, read, understood and construed in many different ways Getting a general consensus takes time and patience. Disagreement is not bad, it just needs to be managed-dissonance is a part of harmony. During interaction, it is necessary to be reflective in action

8. Systems thinking should be practiced. Recognition and interpretation of roles within the system will help the change process. Leaders and strategic planners need to divorce themselves from their role, especially when factions within the system are antagonistic, angry or demonstrate passive-aggressive tendencies. Wherever there is conflict, this should be depersonalized by distinguishing the issues from the people representing those issues.

9. Helpful Tips “ We must meet people where they are, not where we want them to be” Learning is about asking questions Learning is a process and a personal endeavor Learning often begins with unlearning

10. Without learning there can be no learning organization. Perpetual change is the new reality Continuous change generates ever new opportunities People learn best in relationship A learning climate is more important than forcing innovation

11. Walking down the treasure lane “ X” marks the spot Then there was lightning Then there was thunder And lots and lots of rain Snakes going up Snakes going down And bite !!!