Piotr Curtis
The human nervous system essentially consists of two key parts, which are the ‘central nervous system’ as well as the ‘peripheral nervous system’ (Biology Mad, 2004). While the central nervous system comprises the brain itself as well as the spinal cord, the peripheral nervous system comprises all the other nerves through the body (Biology Mad, 2004). In a metaphorical sense, the nervous system holds likeness to ‘communication’ throughout an organisation, where the brain represents the leadership and the spinal cord along with the peripheral nerves represent communication channels. The peripheral nervous system is further divided into two functional systems: the “somatic Nervous System” (Voluntary) and the “Autonomatic Nervous System” (Involuntary) (Biology Mad, 2004). A human’s Autonomatic Nervous System cannot achieve effective functionality alone, just as an organisation’s leadership cannot expect optimal performance from an organisation by merely commanding and overseeing basic, ongoing, organisational functions. That’s not to suggest that such functions don’t hold importance as a human cannot survive without the autonomatic nervous system which is responsible for basic, ongoing functions such as breathing and digestion. Nevertheless, a human does not simply live to carry out these functions just as an organisation cannot operate without key functions and routines that ultimately allow it to generate profit but at the same time, should not exist to merely fulfil such functions (Sarah, 2011).“Somatosensory receptors” are a fundamental part of the nervous system as they comprise a human’s five senses, which allow for reaction to internal and external stimuli (Patts, 2000) such as changes in external temperature and internal or external sources of pain. In the event of harm incurred by the human body, somatosensory receptors allow for action to be taken by sending information through to the central nervous system (Tamarkin, 2011) Contrary to the brain’s crucial and inseparable relationship with somatosensory receptors in the peripheral nervous system, in an organisational learning context, leadership isn’t among the most commonly discussed themes (Mazutis & Slawinski, 2008).
Mazutis & Slawinski, (2008) however, have discussed the notion of authentic leadership, where authentic leaders possess “self-awareness, balanced processing, self-regulation and relational transparency” (pp.438), which encourages authentic dialogue that is open and honest, among other members of the organisation, which extends across multiple levels. Open dialogue creates transparency and enables open discussion of matters which previously may not have not been considered discussible (Mazutis & Slawinski, 2008). As a result, authentic dialogue allows for errors and flaws within an organisation to surface (Mazutis & Slawinski, 2008) and enables “feed-forward” learning or otherwise referred to in academic literature as “exploration”, where learning is transferred from individuals and groups to become rooted within the organisation in the form of systems, structures and procedures (Crossman, Lane & White 2011).
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| Image from: Morphonix (2011)- Click on image to see animation |
For learning in an organisation to take place however, individuals not only need to be in an environment which encourages open and honest dialogue but they, themselves must be open to 'feed-back'. Essentially, this refers to transferring back down, what has been learned, from the organisational, to the group and individual levels. This is otherwise, in academic literature referred to as “exploitation” (Crossman et al. 2011). The role of an organisation’s leadership in organisational learning extends beyond merely identifying errors and flaws. Creating an environment that encourages openness, honesty and transparency is a prerequisite but the sequel to this scenario lies in the ability to question and amend the underlying structure in which such errors and flaws occur. Smith (2001) highlighted this phenomenon, by pointing to Argyris and Schön’s (1974) notion of “single-loop” and “double-loop” learning (Smith, 2001).
In a neurological context, a similar notion to that of single-loop and double-loop learning can be seen through “Somatic reflexes”, which are automatic reflexes mediated by the spinal cord in which nerves themselves, without any participation from the brain, deal with threat or danger automatically (Adam, 2001). However the temporary withdrawal from a threat or danger detected by the somatosensory nerves will not guarantee avoidance of exposure to such a threat again. Just as the “Neocortex” of the human brain will have to devise a means to avoid such threats in the future rather than relying on somatic reflexes, so too will an organisational’s leadership have to review the underlying causes of errors rather than relying on organisational boundaries for addressing them.
