The adaptive conformer inhibits organisational learning
| What the employee faces | The adaptive conformer | The observant questioner |
|---|---|---|
| This table is reproduced in a slightly revised form from Tucker and Edmondson (2003).7 | ||
| Obstacles | Adjusts and improvises without bothering managers or others | Noisy complainer: remedies immediate situation but also lets managers and those from whom supplies are received know when the system has failed |
| Others’ errors | Seamlessly corrects for errors of others,without confronting the person about their error | Nosy interrupter: asks what others are doing and lets others know they have made a mistake with the intent of creating learning, not blame |
| Own errors and problems | Creates an impression of never making mistakes | Self aware error maker: lets manager and others know they have made a mistake so everyone can learn. Communicates openness to hearing about their errors discovered by others |
| Subtle opportunities for change | Committed to organisation and to its processes, understands the “way things work” around here | Disruptive questioner who won’t let well enough alone: questions why do we do things this way? Is there a better way of providing the service? |