Education & Alignment
As new norms and methods are implemented, the shift to a developmental paradigm in which education and alignment become important values begins. This requires a shift in focus.
As new norms and methods are implemented, the shift to a developmental paradigm in which education and alignment become important values begins. This requires a shift in focus.
Shifting the focus of individual performance from traditional achievement goals to enhanced performance depends on an Enterprise Operating Model that emphasizes scaffolding individual development.
In the traditional organizational paradigm, the enterprise is actually limiting and constraining individual development, reducing the productivity of the worker and encouraging appearance-based achievement rather than truly enhanced performance. By contrast to traditional approaches, operating models assuming individual development lead to both self-awareness and self-mastery, which is facilitated by a balance of challenge and support.
Studies show that adults are “hardwired” for development and do so based on regular examination and testing of their mental models, their fundamental assumptions and values, and their worldview. Understanding this, The Helix Group has developed a method for transforming ongoing daily work into a developmental curriculum for all individuals in the organization, implementable at all levels of the enterprise. It’s based on research demonstrating that, in an environment of healthy challenge and support, developing adults co-construct their developmental process and display an “immunity to change” which enhances their productivity and their contributions to an evolving organization.
An enterprise-wide practice of individual and collective development provides a balance of challenge and support to maximize that development. Based on the principle that every business learns and every business teaches, the Helix Group process scaffolds individual and collective development through a curriculum based in the everyday operating, strategic, and business activities that sustain the organization. Ongoing, daily work provides the learning tasks. Enterprise-wide capabilities like strategy formation, manufacturing excellence, product development, commercial excellence, and human development provide the challenges. Together they scaffold individual and collective development for higher accountability and increased performance standards across the enterprise.
This new paradigm makes it possible for the organization to remain focused on its economic goals and be flexible enough to respond to the continually changing marketplace and operating environment as its members create value through their learning, development, and knowledge creation and transfer.
Studies show that adults are “hardwired” for development and do so based on regular examination and testing of their mental models, their fundamental assumptions and values, and their worldview. Understanding this, The Helix Group has developed a method for transforming ongoing daily work into a developmental curriculum for all individuals in the organization, implementable at all levels of the enterprise. It’s based on research demonstrating that, in an environment of healthy challenge and support, developing adults co-construct their developmental process and display an “immunity to change” which enhances their productivity and their contributions to an evolving organization.
An enterprise-wide practice of individual and collective development provides a balance of challenge and support to maximize that development. Based on the principle that every business learns and every business teaches, the Helix Group process scaffolds individual and collective development through a curriculum based in the everyday operating, strategic, and business activities that sustain the organization. Ongoing, daily work provides the learning tasks. Enterprise-wide capabilities like strategy formation, manufacturing excellence, product development, commercial excellence, and human development provide the challenges. Together they scaffold individual and collective development for higher accountability and increased performance standards across the enterprise.
This new paradigm makes it possible for the organization to remain focused on its economic goals and be flexible enough to respond to the continually changing marketplace and operating environment as its members create value through their learning, development, and knowledge creation and transfer.