The Learning Model for Managers: A Tool to Facilitate Learning
Kenneth L. Murrell and Richard W. Bishop
The world is becoming a global village. Technology, and international trade are changing the distribution of power, leveling the competitive market place, and forcing diverse groups into close proximity. The potential to improve the quality of life on earth has never been greater. However, the uncertainty and fear caused by rapid change, restructuring, and misunderstanding also present the potential to move in ineffective and self-defeating directions.
The increasing diversity of the U.S. workforce has been well documented, but diversity within national boundaries is only a small part of the picture. Today's international marketplace is bringing extremely different groups and cultures into close physical and economic proximity for the first time. This new proximity between diverse groups and cultures often causes stress and conflict that is felt by everyone involved in interaction. Frequently these dynamics lead to a crisis, panic, and action by one or more of the individuals or groups involved in interaction. As we see every day in the news, crisis, panic, and ineffective and self-defeating action cause great difficulty. What is needed are bridges across stress, conflict, and crisis that can prevent or at least reduce panic and ineffective or self-defeating action. Bridges promote understanding, tolerance, and the conscious realization that it is in each of our best interest to create empathy and cooperation between groups. One such bridge that can be used to display and explore ideas, cultures, and behavior while promoting learning is the learning model for managers (TLMFM). It can facilitate appropriate variations in training to fit specific circumstances and sensibilities,