Heutagogy and its natural development in the Lean Six Sigma environment

Heutagogy and its natural development  in the Lean Six Sigma environment


Imagine that you live in a Lean Six Sigma environment with the highest quality level that becomes possible because people engage in discussions they like, gain new knowledge through their past experiences while they continue to develop new systems through thinking. Imagine that there are teachers everywhere as everybody becomes a teacher because a teacher speaks from his/her own experience of using his/her emotions and knowledge. Imagine that employers are seeing people as co-workers who constantly want to develop themselves.

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Desired personality in eLearning

Whenever I search in the "Digital Library for Education and Information Technology (EdITLib http://www.editlib.org/ )" for articles related to "online" training, I can only find articles using the "eLearning" term. Whenever I search the Google search engines using the term "eLearning", I can see that a higher number of searches are performed by using the term "online" ( about 1 million in Lean Six Sigma on 2012). Obviously there are differences between eLearning and online learning, but in some cases they are too subtle for users and the public at large. Creating a collaborative eLearning environment require from students the ability to create a social climate and sense of community and work synergistically using critical thinking, creativity and cooperative learning. (Bernard, Rojo de Rubalcava, & St. Pierre 2000). When students look for "online" courses their main scope is to receive an accreditation or a certificate that will help them with additional skills but the community is not happening.

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Savvy knowledge leaders in Lean Six Sigma environment


Savvy leaders disperse knowledge because they understand that controlling knowledge diminishes value, while releasing the knowledge creates value. The questions is why don't we see in companies, organizations and countries in general a wider dispersion of knowledge.

Considering the following steps in an organization or corporation; employees must be able to acquire knowledge through learning, transfer that knowledge from his/her head into an information system, apply then the knowledge from the information system into an actionable event, manage the knowledge that implies to execute with focus, timing and precision, and then secure the knowledge like to keep it from “evaporating”.

Based on the above sequence the first step is access to learning that can be done by a company or an individual who considers that changes are required. The next step involves the use of technology which in many cases can be achieved through eLearning. The third and fourth steps are the most difficult because actions need to happen simultaneously while managing them timely with focus, engagement and precision. If we compare the above steps with a Lean Six Sigma environment they would pertain to Analyze and Improve phases. Securing knowledge involves control and a proper system that while dispersing information still allow flexibility for implementing and proposing changes. All companies and organizations can reach the highest level of knowledge since we have a process map that can be implemented.

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What makes us say that Lean Six Sigma projects fail?


For certain reasons, I liked when Douglas R. Hofstadter in his book "Godel, Escher, Bach" explained that ants have an interesting organization that exchange continuously information from inside to outside. He went further and explained that ants have a similar behaviour with a brain. I discovered the following web site that provides an interesting view on how ants are organized and work:




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