Condition+6

__The Six Conditions to Support Organizational Learning in Schools__ __According to Collinson and Cook__ CONDITION 1 CONDITION 2 CONDITION 3 CONDITION 4 CONDITION 5 CONDITION 6 **CONDITION 6 - PROVIDING FOR MEMBERS' SELF-FULFILLMENT**
 * = //In Plain English?// ||= //Practical examples?// ||= //What would the Theorists Think?// ||
 * An organization must value the well-being of its members if it wants to retain its existing knowledge and continue to learn. || * **Starbucks Coffee** emphasizes strong values and staff fulfillment, with excellent results.
 * "Starbucks works hard to select the right employees at the outset, to keep lines of communication open throughout the organization, and to reward and retain employees with an above-minimum-wage salary. Its comprehensive health benefits for full and part-time employees and their same-sex or opposite-sex partners includes medical (hypnotherapy and naturopathy are covered), dental and vision coverage, tuition reimbursement, stock options, vacation and a 401(k) plan" (Weber, 2005).
 * “[W]hat draws people to work at Starbucks locations around the world from Portland to Paris--and what keeps them there once they are hired--are the practices and the culture the company has developed as a result of an intentionally strong mission and values statement that emphasizes creating a respectful and positive work environment” (Weber, 2005).
 * “The strategy is working. Donald says the turnover rate for Starbucks store managers is about 20 percent and that the turnover rate for partners is about 80 percent. Analysts put the average turnover rate for employees in the quick-service restaurant business at about 200 percent” (Weber, 2005).
 * Weber, G. 2005. //Preserving the Starbucks Counter Culture//. Workforce.com. Retrieved 7/19/11, from http://www.workforce.com/section/recruiting-staffing/feature/preserving-starbucks-counter-culture/

SIX CONDITIONS THE THEORISTS CORE ASSUMPTIONS BACK TO HOME
 * **The Episcopal Church** runs a program for lay and clergy employees called CREDO. Its purpose is to “help eligible plan participants examine, evaluate, and re-energize their health and well-being in significant areas of their lives—spiritual, vocational, physical health, mental health, and financial." It is also intended to prevent clergy burnout.
 * “The mission of CREDO is to provide opportunities for people to examine significant areas of their lives and to discern prayerfully the future direction of their vocation as they respond to God’s call in a lifelong process of practice and transformation.”
 * CREDO is more than an eight-day conference. Through the strength of a holistic approach to wellness, participants are invited to examine their minds, bodies, spirits, and hearts by examining four significant areas of their lives—spiritual, vocational, health, and financial” (CREDO Institute, n.d.).
 * In addition to the goals above, the program was also initiated to address clergy burnout and improve retention rates.
 * CREDO Institute. ND. Episcopal CREDO: About. Retrived 7/19/11, from http://episcopalcredo.org/about/ || * **Argyris and Schön**
 * An organization’s theories-in-use reflect its values. Members experience fulfillment when their own values line up with the organization’s theories-in-use.
 * **Daft and Weick**
 * “Collective interpretation of information only works if all individuals actively work towards the learning of others as well as themselves” (Dixon, 1999, as cited in Collinson and Cook, 2007, p.179). In this way, they build networks that strengthen the connections between them.
 * **Levitt and March**
 * Unfulfilled staff are more likely to leave an organization. High staff turnover threatens the organizational memory that is preserved in routines.
 * **Wenger**
 * Organizations that actively nurture the well being of their members are essentially working to keep them on an inbound trajectory, so that “their identities are invested in their future participation” (Wenger, 1998, p.154). Such future participation will preserve organizational memory. ||