"The 'Jennings & Reid-Dodick C-Curve'," writes Charles Jennings, "was developed in the early stages of an L&D transformation for a Global FTSE100 company more than a decade ago." It describes a curve that travels backwards from more autonomy to less autonomy, creation of standards and controls, and gradual re-autonomy. I think it's pleasing to many managers and trainers, who appreciate the move toward steps 2 and 3 (and imagine the progression to autonomy in step 4 can happen after they retire). But despite this weakness, it reinforces the idea that value is tied to autonomy. You can only go so far with control (and not as far as depicted in the model). For real value, people need to interact and make decisions on their own at the point where problems, issues or opportunities are directly confronted.
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