At the root of all learning is the idea of schema shift, where an individual has to be prepared to discard or throw away the current world view and accept an alternative frame of reference. This shift in process can be at a number of levels in the organisation. For the individual, it might be simply learning an improved way of operating a particular tool - for the team, it may be a series of processes that have been introduced to support the development of a new project. In the case of an organisational shift, there are examples of major change programmes like Total Quality, or Business Re-engineering modifying how entire businesses view their customers and suppliers.
In making this schema shift, the first thing is for the self-sustaining loop to be broken. This loop is a common process followed by everyone. People see the world in a particular way, and so expect it to behave according to the rules and criteria set out in their individual mental map. One example might be the self-imposed beliefs that people apply to themselves. Typically, ‘ I am a loser’, ‘I can’t drive’ or ‘I can become the head of the company’. Each of these schemata is imprinted in the brain, and so will influence how people see the world. For the ‘loser’ to change, the map should be realigned to see the world through the eyes of a successful person or for the person who cannot drive to actually visualise themselves driving.
Once the world is seen in a new way, so the shift can be used to reinforce this new world position. However, this can soon drift into a negative position. If people decide to stop at that point, and do not use the change experience to energise further schema shifts, then the change or learning is only of limited value. Once the individual has created the personal ability to break with the past, then the idea of life-long learning can start to emerge. They have the chance to develop an iterative process in life, that they undertake as naturally as sleeping or drinking tea. Once this schema shift is locked in, so the action can become habitual. It is at the stage of habitual shift, that the idea of schemata becomes really powerful. Even more so once you consider three factors:
1. To what extent the change is driven by intrinsic or extrinsic factors,
2. The time taken to effect the change (short or long)
3. The degree of transformation that occurs (small or large).
In considering these three dimensions, it is possible to identify eight different types of schemata displacements:
Intrinsic
Inert - In this instance the schema shift is very small, happens
quickly, and often unbeknown to the individual. It might be characterised by
someone reading their daily paper. They have taken the decision to update their
view of the world they live in, but changes to the mental map are small as they
follow the shifting patterns of stories in the paper.
Extrinsic
Inert - Often a change in people’s schemata can be driven by
small and imperceptible factors. This might arise from feedback someone
offers at work, or simply looking at a photograph of oneself and seeing the
change in age or weight.
Intrinsic Organic - A long-term but small shift can occur where people decide to take up a hobby. Taking up a pursuit such as pottery, car maintenance, or drama will, over time, deliver a change in their schematic map, but the degree of shift is likely to be marginal.
Extrinsic Organic - The long-term shift of a personal schema can also be driven by external factors. One example might be in the formation of a relationship. It is likely that over time the other person will change the individual's perception of the world, and so deliver a transformation in their schematic map.
Intrinsic
Revelation - In this position change over a very short space of
time is driven by the individual and is of a large nature. This might be
characterised by someone who has a sudden spiritual awakening, or the eureka
effect that can arise when attempting to tackle a difficult problem.
Extrinsic Revelation - Often there will be an immense change, one that happens instantaneously but is driven by someone else. This might happen where people are on a personal development programme, where the goal is to offer deep and intense feedback on someone’s impact on other people. The sudden realisation by someone who believes they are perceived as friendly but are actually perceived to be arrogant, can be a major revelation, and is likely to change their world map in an instant.
Intrinsic Realisation - The realisation process is one that happens over a long-term and is of some magnitude. For the intrinsic model this might be characterised by someone one who takes a decision to convert to a new religion or change their way of life.
Extrinsic Realisation - Again, this schema shift is large and occurs over a long time but is driven by an external agent. This can be seen in the situation where someone acts as a mentor or tutor to someone during a development programme. While going through the change, the impact of the other person may not be apparent. However, on completion of the programme, the individual can look back and recognise how their view of the world has changed.
Each one of these schema shifts, although different in make up, has a common element. They all infer that a degree of change and learning has taken place; learning in the sense that the old ways are discarded and passed over, so that an individual can create or align with the new world view. However, it is this schema shift that is so often resisted in organisations. In the earlier chapter, one of the key traits of a Soloist create a learning organisation is that of challenging; being prepared to reframe and offer counter views to those that exist at present. The pressure in many organisations is not to rock the boat but always toe the party line. Who would dare proclaim that the emperor has no clothes if doing this will result in their dismissal, or being side-tracked when promotion opportunities arise. For schema shifts to occur in organisations, there is an underlying need for courage and trust. Courage to offer counter views, alternative theories and ground-breaking ideas. Trust to believe that when challenges are raised, no recriminations will be forthcoming.
(c) Mick Cope