Publication Date

10-2009

Abstract

{Excerpt} Despite competing demands, modern organizations should not forget that learning is the best way to meet the challenges of the time. Learning charters demonstrate commitment: they area touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress. It is difficult to argue that what learning charters advocate is not worth striving for.

Often, strategic reversals in organizational change are failures of execution. Poor communications explain much. That is because the real power of the vision that underpins change can only be unleashed if institutional commitment is verbalized to frame a desirable future; share core beliefs, common values, and understandings; and help motivate and coordinate the actions that drive transformation.

To spark action, credible, focused, jargon-free, on time, liberal, face-to-face, and two-way communication in the right context is necessary. Effective visions cannot be imposed on people: they must be set in motion by way of persuasion. Progressively then, communication for change (i) raises awareness and informs stakeholders of vision, progress, and outcomes; (ii) edifies stakeholders regarding their active involvement in the change process and imparts skills, knowledge, and appreciation; and (iii) generates buy in and a sense of excitement about the transformation. Personnel who communicate well incorporate each day, at every conceivable opportunity, messages that update, educate,and commit. They preach a vision through conversation and storytelling. They continually reaffirm it. The best visions call on the past, relate to the present, and link to the future.

Comments

Suggested Citation

Serrat, O. (2010). Drawing learning charters. Washington, DC: Asian Development Bank.

Required Publisher's Statement

This article was first published by the Asian Development Bank (www.adb.org)

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